Mission 

The Association of Family Medicine Residency Directors (AFMRD) inspires and empowers family medicine residency leaders to continually pursue excellence in family medicine residency training. 

Vision

AFMRD envisions a vibrant community of family medicine residency leaders engaged in excellence, collaboration, innovation, and advocacy to meet the needs of current and future family physicians and the health care needs of the public.

Core Values 

  • Quality in family medicine graduate medical education 
  • Innovation to enhance family medicine residency education 
  • Highest level of ethics and integrity in all actions 
  • Mutual collaboration among family medicine residency leaders for the common good 
  • Alliance building with organizations that impact family medicine training  
  • Inclusivity and diversity in family medicine education

Goals, Objectives & Strategies 

3-5 Year Goals 

Goal 1: AFMRD members will be valued by their institutions as leaders and innovators who consistently meet the needs of the learners, their faculty, and the communities they serve. 

Objectives

  1. Increase available resources for FM GME-specific faculty development
  2. Increase resources available to members to adapt to change and clarify the changing GME environment
  3. Increase resources available to guide members in crucial conversations, technology, and communication strategies to help develop professional indentify formation
  4. Consolidate strategy of implementation to practice full scope Family Medicine within the family of Family Medicine
  5. Decrease disconnect between expectations to train full scope FM docs and their abiliyt to get credentials

Strategies

Critical (work on these strategies must be completed in the coming year) 

  1. Identify a strategy to showcase FM GME innovation. 
  2. Create and disseminate guidance on the appropriate use of new technologies in the GME space in collaboration with other organizations. 

Immediate (work on these strategies must occur in the coming year) 

  1. Provide support for PD wellness advocacy efforts (i.e. PD Wellness Task Force).  
  2. Enhance existing tools (i.e. PD Toolbox, RCR) to better serve the needs of the members. 
  3. Develop new (i.e. JOLT) and enhance current (i.e. NIPPD) resources for leadership development in family medicine. 
  4. Advocate with other organizations to enhance the implementation to practice full scope family medicine

Intermediate (work on these strategies should occur in the coming year, if possible) 

  1. Identify and disseminate resources to assist PDs to effectively communicate with all learners. 
  2. Create resources (i.e. utilization of community advisory committees) to enhance residency curriculums. 
  3. Identify and develop diverse resources to improve members’ ability to successfully adapt to change. 

Later (Work on this strategy should wait until subsequent year) 

  1. Teach members to advocate for themselves within their own institutions.

Goal 2: Family medicine residencies, as the hub for education and delivery of high-quality primary care for all communities, will inspire diverse learners at all stages to engage with the specialty.

Objectives

  1. Increase the number of Family Medicine leaders and faculty within medical schools and other teaching environments
  2. Increase the consistency, vitality, and attractiveness of Family Medicine
  3. Increase reimbursment for comprehensive continous care of diverse communities served by family medicine residencies
  4. Increase and stabilize the funding and leadership of Family Medicine Residency programs

 Strategies

Critical (work on these strategies must be completed in the coming year)

  1. Serve as a catalyst for ongoing and new research to better capture the comprehensive nature and value of family medicine care
  2. Expand and invigorate ongoing collaboration with the CAFM organizations
  3. Improve knowledge of existing resources (i.e. Graham Center, Center for Professionalism and Value) that show value of continuity

Immediate (work on these strategies must occur in the coming year)

  1. Create more leadership development opportunities for academic family physicians (i.e.NIPDD, JOLT)
  2. Partner with other organizations to identify and advocate for potential GME funding sources, including state-Medicaid funding
  3. Create a vibrant social media presence that demonstrates the value of family medicine

Intermediate (work on these strategies should occur in the coming year, if possible)

  1. Promote/support regional residency collaboratives to advocate for additional funding and explore other funding avenues
  2. Partner with a broad coalition to advocate for reimbursement reform

Later (Work on this strategy should wait until subsequent year)

  1. Partner with various organizations to strengthen clerkship curriculum (such as STFM FM clerkship curriculum)
  2. Create a pathway for residency faculty to go through academic medical school faculty promotion (e.g., mentorship)

Goal 3: AFMRD will engage every family medicine residency director as active members and will continuously inspire and empower ALL of its members to achieve excellence.

Objectives

  1. Increase outreach to program directors, including but not limited to those who are new to the role in existing programs, those who are developing/newly accredited, and those with unmet needs
  2. Increase AFMRD capacity to assess current and potential membership
  3. Increase perceived value of AFMRD by both internal and external stakeholders
  4. Reduce administrative burden on programs
  5. Enhance collaboration with external stakeholders

Strategies

Critical (work on these strategies must be completed in the coming year)

  1. Optimize the AFMRD's ability to meet the goals of the new strategic plan

Immediate (work on these strategies must occur in the coming year)

  1. Create new resources which are responsive to emerging stakeholder needs
  2. Create and implement a communications plan addressing member and collaborator needs
  3. Implement a "Welcome to AFMRD" outreach process
  4. Create a mechanism to identify members and prospective members with unmet residency needs

Later (Work on this strategy should wait until subsequent year)

  1. Develop a continuous improvement process in order to identify stakeholder needs