Redesigning Continuing Education in the Health Professions (2010) / Chapter Skim
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6 Function and Structure of a Continuing Professional Development Institute
6 Function and Structure of a Continuing Professional Development Institute
Pages 115-130
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From page 115... ...
, use of best evidence (to convince diverse stakeholders of the CPDI's value) , and analysis of the practitioner's experience as a professional development tool (to broaden the scope of CE)
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From page 116... ...
To support professional learning and development aimed at improving patient outcomes, research should inform practice, and practice should inform research by translating advances in medical knowledge and techniques into clinical practice much more quickly than now occurs. CPD research should build knowledge about the theory of professional development, the methods used for CPD, and the measurements taken -- all as related to the improvement of patient care quality, safety, and value.
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From page 117... ...
The CPDI should promote interdisciplinary and interprofessional research to integrate research being conducted in all health professions, other areas of health care (e.g., quality improvement, information technology, management and policy) , and other relevant disciplines (e.g., adult learning, systems improvement)
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From page 118... ...
Current continuing education efforts typically suffer from a lack of high quality data on which to base decisions and do not adequately couple theory and measurement. The result has been that decisions about continuing education and professional development are not always based on evidence.
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From page 119... ...
Organizations such as the Agency for Healthcare Research and Quality, the Centers for Medicare and Medicaid Services, The Joint Commission, the National Committee for Quality Assurance, and the National Qual ity Forum, among others, have distinct roles in data measurement, collection, and reporting. Partnership between CPD organizations and organizations whose purpose is to improve quality and patient safety would provide benefits beyond applying lessons learned.
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From page 120... ...
The Trusted Agent concept has yet to be tested as an interactive pro fessional development tool; however, when coupled with learning portfolios, it could enable documentation of learning from diverse sources for any desired use, including public transparency. Conceivably, the CPDI could deploy the Trusted Agent Model or similar concepts across health profes sions to foster ongoing professional development, document clinical and learning experiences, identify interprofessional learning experiences and team development, and provide the public with data about the types of patients a health professional team sees and its clinical and educational outcomes.
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From page 121... ...
Relating quality improvement data to CPD, and (b) Collaborating with the Office of the National Coordinator for Health Information Technology in developing national standardized learning portfolios to enhance the under standing of the linkages between educational interven tions, skill acquisition, and improvement of patient care.
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From page 122... ...
The CPDI should set standards for regulatory bodies across the health professions for licensure, certification, credentialing, and accreditation. Improved CPD Financing The CPDI should have as a major responsibility identifying and acquiring more stable sources of financing to fund a broad-based, comprehensive CPD system.
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From page 123... ...
STRUCTURE OF A CONTINUING PROFESSIONAL DEVELOPMENT INSTITUTE The following section outlines the structure this IOM committee has envisioned for the Continuing Professional Development Institute (see Figure 6-1)
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From page 124... ...
Planning Committee CPDI Founding CPDI 124 • Develop vision for a • Science Board • new system of CPD • Develop councils • Data collection and 2-3 member 2-3 member • Design function and • Set up ad hoc • dissemination overlap overlap • structure of CPDI • committees • Regulation • Appoint members of • Further collaborate • Financing • CPDI founding board • with stakeholders • Evaluation • Collaborate with • stakeholders Begin by April 2010 Begin by November 2011 Begin by early 2013 Complete by October 2011 Complete by November 2012 Council on Council on Council on Council on the Science Data Regulation Financing of CPD Collection and Dissemination Ad hoc committees, based on need FIGURE 6-1 Suggested process for the development of a CPDI. Figure 6-1 and S-1.eps broadside
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From page 125... ...
The quality of professionals' performance, which is the focus of CPD, is currently largely the responsibility of the professions and the state agencies that provide licensure, so that embedding the planning committee in a federal agency would not be appropriate. However, no professional organization or group of organizations has the ability or authority currently to develop the collaborative and integrative efforts the committee believes necessary for CPD.
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From page 126... ...
Given the planning committee's significant role in shaping the future of CPD and building relationships with stakeholders, it is important for all planning committee members to be thought leaders in their respective fields, have experience in leading change and improvement, and have some level of experience in interprofessional learning. Planning committee membership should at a minimum include practic ing professionals and individuals with expertise in government and CPD research.
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From page 127... ...
• Accreditation, certification, and licensing • Adult learning and clinical education, including design and evaluation of CPD methods • Care coordination and team training • Economics • Ethics and conflicts of interest • Health care reform • International perspective • Measurement • Microsystem and macrosystem experiences • Payer, not from a federal perspective • Quality improvement, focusing on the science and techniques of improvement • State perspective with an understanding of the state governments' roles in licensure Continuing Professional Development Institute The IOM committee based its ideas for the CPDI on the notion that the CPDI's vision statement should be "supporting competent clinicians for quality patient care." To fulfill this vision, the mission of the CPDI should be to coordinate and integrate efforts of all stakeholders to enhance professional development for the purpose of improving health care quality and patient safety. Upon its development, the CPDI founding board should adopt its own vision statement, while keeping in mind the original intents.
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From page 128... ...
For example, a problem-focused committee might be established to advise on how to operationalize team-based learning. The founding board should consider including a broad set of voices on the councils and ad hoc committees.
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From page 129... ...
This structure allows for the planning committee to operate without undue influences from individual stakeholders, including federal and state governments, professional organizations, and industry alike. Currently, no organization within continuing education or CPD in the United States has the ability or authority to bring together all stakeholders.
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From page 130... ...
Measures of success should be developed by the planning commit tee to monitor the CPDI's activities and progress. Feedback on the CPDI's activities is critical to continuously improving professional development with the aim of better health outcomes.
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