Redesigning Continuing Education in the Health Professions (2010) / Chapter Skim
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Pages 1-14
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Foundation convened a conference in 2007 that brought together stakeholders in health care and con tinuing health professional education. Agreeing that the current state of CE in the United States is inadequate, the stakeholders recommended that a national interprofessional continuing education institute be created and charged with "advancing the science 1
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to review issues related to the continuing education of health professionals and to consider the establishment of a national interprofessional institute dedicated to improving CE (see Box S-1)
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CE is intended to enable health professionals to keep their knowledge and skills up to date, with the ultimate goal of helping health professionals provide the best possible care, improve patient outcomes, and protect patient safety. The reality of continuing education, however, is far different.
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TOWARD A SYSTEM OF CONTINUING PROFESSIONAL DEVELOPMENT The hallmarks of a well-prepared health professional have been delineated in several previous IOM reports. Crossing the Quality
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Improving the system for CE will therefore require changes that expand its conventional boundaries. An emerging concept, called continuing professional development (CPD)
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A broad coalition of stakeholders could create a national interprofes sional CPD system. The committee specifically considered a coalition that includes current stakeholders and organiza tions whose purposes are to improve health care quality and patient safety (e.g., National Committee for Quality Assur ance and the National Quality Forum)
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Collectively, the stakeholders could develop and adopt broad conflictof-interest policies and identify new and more consistent funding sources for CPD to replace conflicted funding. The committee therefore calls on the federal government to work with stakeholders and act as the initial convener of efforts to develop a public-private institute devoted to improving continuing professional development that will foster the delivery of high quality health care.
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By working together, the CPD community and the health care quality improvement community will be best able to drive more efficient resource allocation and increase the overall value of CPD. Recommendation 3: The planning committee should design the Continuing Professional Development Institute to work with other entities whose purpose is to improve quality and patient safety by: (a)
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As a result of gaps in data collection, validation, and analysis, decisions about continuing education and professional development are often not based on evidence. Spe cifically, data should help determine what effectively influences a health professional's capacity to deliver high quality health care.
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Improving Financing Adequate and assured long-term financial support for the Continuing Professional Development Institute and CPD research will be necessary to realize a fully developed CPD system. Although no data exist to project whether the costs of a comprehensive CPD system would be greater or less than the costs of the current system,
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By building on these, the planning committee and the CPDI would be well positioned to develop and adopt national guidelines on conflicted sources of funding for all health professions. Recommendation 7: The Continuing Professional Develop ment Institute should analyze the sources and adequacy of funding for CPD, develop a sustainable business model free from conflicts of interest, and promote the use of CPD to improve quality and patient safety.
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Recommendation 10: The Continuing Professional Develop ment Institute should report annually to its public and private stakeholders and should hold a national symposium on the performance and progress of professional development and its role in enhancing quality of care and patient safety. GUIDELINES FOR PLANNING AND STRUCTURING THE CONTINUING PROFESSIONAL DEVELOPMENT INSTITUTE The Planning Committee In implementing the recommendations in this report, the planning committee will need to define the Continuing Professional Development Institute's scope of work, develop a governance model, identify sources of financing, and identify and manage relationships with current and new stakeholders -- including determining the extent of the federal role in the public-private institute.
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The committee suggests four initial standing councils on issues identified in this report -- on the science of CPD, on regulation, on financing, and on data collection and dissemination. The councils would involve a larger group of diverse stakeholders in raising issues and providing advice to the board, and would add transparency to the CPDI's planning and operations.
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In turn, the institute, in collaboration with stakeholders, will be centrally positioned to foster a new CPD system that can prepare all health professionals to perform to their highest potential. Working together, these forces can fulfill the vision of ensuring that the nation has a workforce of health professionals who can provide high quality, safe care and improve patient outcomes.
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