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2018 Annual Meeting - Strategic Planning Themes

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2018 Annual Meeting

Publié dans : Santé
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2018 Annual Meeting - Strategic Planning Themes

  1. 1. © 2 0 1 8 M C C | C M C M e d i c a l C o u n c i l o f C a n a d a 2 0 1 8 2018 Annual Meeting Strategic Planning Themes Karen Shaw President, Medical Council of Canada
  2. 2. © 2 0 1 8 M C C | C M C • Immigration policies continue to promote global mobility of populations and physicians • Global recognition that physicians must demonstrate their competence to the public throughout their careers • Competency-based medical education requires appropriate assessment processes • Impact of exponential growth of automation, artificial intelligence, new technologies and genomics on medicine and physician assessment Key trends 2
  3. 3. © 2 0 1 8 M C C | C M C • Continuing need for professional validation • Potential for greater collaboration among key stakeholders • Exponential technological advancement providing new assessment opportunities Opportunities 3
  4. 4. © 2 0 1 8 M C C | C M C The MCC must respond to the shifting role of the future physician, both in technological and humanistic domains, and determine its impact on assessment: • Identify monitoring strategies and approaches to keep abreast of technological and other medical advances • Enable reflection and consideration of technological and other advancements • Build on the CMF report on the Future Role of the Physician to articulate the MCC’s vision of the future physician that includes team-based care with the patient at the core and participating in the team • Create and implement an action plan of initiatives to be integrated within other strategic themes Strategic theme 1: Responding to the changing role of the future physician 4
  5. 5. © 2 0 1 8 M C C | C M C The MCC assesses all physicians at two critical points: entry into supervised or postgraduate training and entry into independent practice. There has been interest in reviewing a number of secondary uses of MCCQE Part I and MCCQE Part II scores, e.g., as tools to enhance learning and remediation efforts and as key predictors of clinical practice outcomes: • Undertake research and consultations with stakeholders to identify key secondary uses of MCC exams to properly validate these ancillary uses • Develop materials or tools to provide guidance for further areas of individual development and support the understanding and proper use of the results (e.g., support of borderline candidates) • Continue to assure, via routine practice analyses, that MCC examinations are relevant to all disciplines • Develop and execute on an examination communications strategy • Explore the flexibility and appropriate timing of clinical skills examinations through partnership with other organizations to facilitate alignment and/or integration Strategic theme 2: Assessing the core competencies of all physicians prior to specialty training and certification 5
  6. 6. © 2 0 1 8 M C C | C M C • Develop, deliver and operationalize a sustainable MSF program including ongoing research, service delivery, staff support, continuous quality improvement, sales and new user/client acquisition, etc. • Explore the use of MCC 360 in undergraduate and postgraduate education/training • Analyze the market for other assessment tool solutions towards increasing the in-practice toolbox or inter-professional assessments and develop priority tools • Scan the environment for strengths, weaknesses, gaps and opportunities as well as developing business cases for potential solutions • Develop innovative approaches for in-practice competency assessment — such as SJT, assessing physicians’ use of technology • Monitor the changing role of physicians with increased automation and AI Strategic theme 3: Assessing in -practice physician competency 6
  7. 7. © 2 0 1 8 M C C | C M C • Expand physiciansapply.ca to hold education classes of registration • Potential to integrate MRAs’ registers under a single interface • Potential to integrate or link certification data, building on various upload functionalities • Potential for storage of disciplinary actions in the repository • Potential to include scope-of-practice information in the repository • Capture other pertinent assessment information (such as the incorporation of programmatic assessment results) • Establish MINC as a basis for data management processes • Maintain a secure and confidential repository and associated systems Strategic theme 4: Providing information collection, management and dissemination 7
  8. 8. © 2 0 1 8 M C C | C M C Establish a collaborative network of organizations and stakeholders that effectively contribute to higher levels of physician competency: • Develop a collaborative network of medical leadership organizations to plan and implement an assessment centre for the 21st century • Establish clear terms of reference for the ACC and a sustainable support model • Leverage MCC assessment expertise and infrastructures nationally and internationally • Develop networks that include technology companies and health-care systems to prepare for the future • Establish an infrastructure to develop relationships with other health professions with shared modalities (such as nurses, dentists, social workers, etc.) • Formalize stakeholder engagement practices within the organization Strategic theme 5: Forming strategic alliances 8
  9. 9. © 2 0 1 8 M C C | C M C 1. Outcomes measurement: focus on the ability of the MCCQE Part I and MCCQE Part II to predict educational outcomes and practice- based outcomes 2. Assessment along the continuum: focus on collaboration with MRAs and certification colleges to measure the core competencies of all physicians 3. Improving feedback from assessment results: improving current supplemental feedback and developing new approaches 4. Measuring emerging medical competencies: e.g., team-based skills, cost utilization, e-patient interaction, and CQI R&D Strategic Themes – 2018 9
  10. 10. © 2 0 1 8 M C C | C M C THANK YOU!

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