GME Development in Action: Lessons from the Cohort II Final Showcase
Published October 14, 2026
On August 12, 2026, AACOM and the UNC Cecil G. Sheps Center for Health Services Research celebrated the completion of Cohort II of the GME Development Fellowship with a virtual Graduation and Final Showcase. All 26 fellows were recognized, and eight presented capstone projects to an audience of GME leaders from colleges of osteopathic medicine, health systems, state agencies and rural health organizations.
The capstone presentations addressed several elements needed to build sustainable GME programs. Fellows shared approaches for developing scholarly activity in community hospitals, preparing faculty and institutional leaders for accreditation, and demonstrating the value of GME to executive leadership. Their work showed how mentoring, faculty development and visible early accomplishments can help institutions build an academic culture. Presentations also emphasized the importance of using local financial, operational and workforce data to explain how GME contributes to physician recruitment, patient access and community health.
Other projects examined state GME investments, administrative infrastructure and residency development in rural and underserved communities. Fellows explored how readiness assessments, financial projections and clearly defined feasibility studies can support responsible decision-making. They also highlighted the need for protected leadership time, centralized oversight and strong partnerships among medical schools, hospitals and government agencies. For rural GME, the presentations emphasized listening to local leaders, understanding each community’s capacity and beginning with manageable activities such as medical student rotations or faculty development.
Discussions addressed how institutions can engage critical access hospitals, evaluate financial sustainability and bring competing organizations together around shared workforce needs.
Key Lessons Learned
Sustainable GME development begins with a comprehensive assessment of faculty, leadership, clinical capacity, financing and community need.
Starting with a manageable project can build trust, demonstrate value and create support for broader GME development.
Local data and clearly defined outcomes are essential when communicating with executives, policymakers and funding organizations.
Collaboration across institutions and states helps GME leaders access expertise, avoid duplicating work and adapt successful approaches to local needs.
The showcase demonstrated that GME development is rarely a straightforward process. Programs grow through preparation, relationships and a willingness to adapt as circumstances change. For the GME community, the experience of Cohort II offers a practical reminder: begin with a clear local need, identify the right partners and take a realistic next step toward expanding physician training where it is needed most.