Coordinators’ Stress: Results of a National Survey

1. Coordinators’ Stress:Results of a National Survey Kamela K. Scott, Ph.D. Kathy Garvin, CTAGME March 21, 2006

2. Purpose of Survey: • To identify common stressors to persons fulfilling the role of Program Coordinator • To assess the work environments across programs both positive and negative • To discuss ways to address identified concerns in order to decrease experienced job-related stress and increase overall satisfaction

3. Methods • National survey on “Program Coordinators’ Satisfaction” was mailed to persons functioning currently in that role • Respondents’ were asked to complete the survey honestly and anonymously to promote full disclosure • Survey included 30 questions in likert format, with 10 questions added to delineate demographic data • Qualitative analysis of returned surveys was performed to identify common themes

4. Sample Questions • “The current resident 80-hour workweek has not affected my work experience.” • “Communication within my program is satisfactory.” • “I frequently am responsible for tasks other than resident coordination.” • “I often feel I have to take too much work home with me daily.”

5. Results • Response rate for this survey was 77%: 85 of 110 surveys were returned for analyses • Demographics were not reported for all • Responses were consistent for most questions, with some disparity noted with regard to job demands vs. compensation • Responses given in the “Comments” section detailed key issues of greatest concern

6. Demographic Data • Setting: Community: 33 University: 27 Military: 4 • Years in Position: Range = 2 mos. - 40 yrs. Under 10 yrs.: 41 10-19 yrs.: 17 20 yrs. and over: 6 • Assistant? Yes: 54 No: 13

7. Demographic Data (con’t) • Educational Level: B.S. or B.A.: 17 Grad. Work: 3 A.A.: 14 Some College: 18 H.S. Diploma: 7 Business Degree: 1 Other: 2

8. Demographic Data (con’t) • Manage more than one program? Yes: 5 No: 13 • # of residents managed: Range = 10-180 Under 20: 22 20-39: 20 > 40: 18 • Respondents’ Ages: 20-29: 2 30-39: 18 40-49: 15 50-59: 25 60-69: 5

9. Surgery Program Manager Residency Coordinator Marketing, Residency and Recruitment Coordinator Program Supervisor Program Assistant Residency Coordinator/Manager Unit Coordinator Administrator Residency/CME Coordinator Administrative Secretary Program Coordinator Office Supervisor/Sr. Program Coordinator Educational Coordinator ATLS Coordinator Medical Education Program Specialist Graduate Education Coordinator Administrative Assistant Residency Training Assistant Manager, Graduate Medical Ed. What is your exact Title???

10. CME Students and faculty needs Accounts payable Orientation and graduation for other programs Secretarial support Travel arrangements for faculty Call schedules Coordinator for national/regional meetings Personnel Website Coordination Organize and plan Dept. functions Payroll/budget Office supervision Research and skill lab needs Answer Dept. phones Fundraising Counselor and therapist What exactly do you DO???

11. “Mother of the faculty…”“…jack of all trades!!!”

12. Results of Qualitative Analysis • Jury is still out regarding impact of the 80-hour work week • Some disparity noted in overall supervision received, initial training/orientation, overall job scope, amount of work taken home, and conflicts with others at work • Broad disparity regarding satisfaction with salary and fringe benefits packages

13. Results of the “Comments” Section • Comments echoed themes identified in the survey analysis as “hot points,” i.e. job scope, workload, supervision, conflicts • Comments also revealed additional “hot points” not tapped into by survey, i.e. workload vs. support vs. salary, overall respect for the position, and personnel issues

14. Responsibilities, Support, Salary? • “the job has grown tremendously… with the same amount of staff support” • “…students at all times, many schedules to manage on top of residency, but no assistance…” • “too much work and responsibility for the pay” • “the pay is not commensurate with all the responsibility and stress that come along with deadlines, not to mention the future career of a surgeon…” • “I do an excessive amount of overtime, work at home, for which I am not compensated…”

15. Respect for the Coordinators’ Position • “no recognition for all that we do… viewed as a secretary” • “the Program Director may not realize you know your job… constantly looks over your shoulder and/or tries to tell you what to do when you have been doing it for years” • “today’s coordinator should be judged as a manager who multi-tasks, endures stress, and can be relied upon to maintain the integrity of the program”

16. Personnel and Personalities! • “…coping with surgical personalities and the often harsh surgical culture…” • “dealing with the inefficiencies of working in a large bureaucracy and trying to work with others who are not qualified…” • “the frustration level for what we do is exceptionally high, especially considering we work with surgeons (Type A personalities)…” • “…having a non-physician manager to report to who does not understand the job and micromanages” • “students and residents… they are very needy!”

17. Summary: What Does This Tell Us? • Job scope and role of the Program Coordinator must be well-defined across programs • Title needs to be consistent to promote understanding of and respect for the position • Salaries need to reflect the workload and responsibilities • Sizes of programs should realistically dictate support provided to the Program Coordinator

18. Future Directions • Results of this study support the institution of and recognition for the CTAGME, with maintenance certifications in accordance with ACGME requirement changes. • Further evaluation is needed regarding the specific matrix of workload by support by salary, to delineate equitable salaries and support across programs. • ARCS should be utilized as the forum for professional and emotional support – only those currently functioning in the role understand the stressors. Communication exchange is essential!

19. Questions and Comments