Just because everything is different doesn`t mean that everything has

Transcription

Just because everything is different doesn`t mean that everything has
8/27/2015
The ins and outs of the B standards: why and how
they make a program better
Author: Sue Dojeiji MD MEd Parveen Wasi MD
Date: Thursday, October 22, 2015
It’s really about making explicit
what is implicit…
“Just because everything is
different doesn't mean that
everything has changed.”
Irene Peter
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Outline
• Introductions
• B standards
• Find the holes - Analyze your program
• Fill the holes - Program Blueprint
• Get help – Resources and allies
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Session/Presentation Name | Presenter Name
Objectives
1. Describe the purpose underlying the
individual standards for program
accreditation
2. Identify areas cited as commonly
occurring weaknesses among the B
standards
3. Develop an approach to identify and
address areas for improvement in your
program
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Activity Outline
• Find our accreditation buddies
• Work through the standards
• Reflect on own program’s pitfalls
• Work on solutions
• Share with others
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Summary of PD Needs Assessment
Anxiety around Accreditation
1= not at all 2= somewhat 3= adequate 4= very comfortable
5= knowledgeable and confident
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Analyzing your Program
• How might you find out?
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Analyzing your Program
Ways to establish strengths and areas to improve
•previous RCPSC reports and PG Internal Reviews
•predecessor(s)
•resident and faculty polls, meetings
•postgraduate office
•personal experience
•other program directors
•your site
•your specialty
•Others?
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What is the Gold Standard?
• What makes a strong program?
• How do we measure success?
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Accreditation Standards
B.1: Administrative Structure
B.2: Goals and Objectives
B.3: Structure and Organization
B.4: Resources
B.5: Clinical/Academic/Scholarly Content
B.6: Assessment of Residents
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“B” Standards
233 Programs Reviewed in 2011-2012
600
500
400
300
200
100
0
B1
B2
B3
B4
B5
Strengths
305
42
82
288
171
74
Weaknesses
166
60
73
94
158
125
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B1: Administrative Structure
• “Program director engaged, enthusiastic, and
committed to the residency program and
supported by an excellent program assistant.”
(B1.1)
• “Residency Program Committee does not fulfill its
mandates (assessment and promotion of
residents, ongoing review of the program).
Residency Program Committee does not take into
account opinion of residents in rendering
decisions.” (B1.3.4; B1.3.8)
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B1: Administrative Structure
Must have:
• Program Director
» with sufficient time and support
• Residency Program Committee (RPC)
» Gives direction to PD
» Meets quarterly (minimum)
• Provides overall responsibility for planning and operation
• Develops and revises specific policies and procedures
• Monitors program and resident performance
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B1: Administrative Structure
RPC Membership
• Includes all major stakeholders
» hospital, community, program admin
» Key academic staff (e.g. research, academic curriculum)
• Resident representation
» Elected
» Chief resident
» Junior/senior representation
» Small program strategies
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B1: Administrative Structure
RPC
• Gets the work done
• Makes decisions with
inclusivity
• Moves the program
forward
• Disseminates info
• Transmits new initiatives
• Allocates duties
Makes the program
cohesive
Breaks hierarchies
Ensures transparency
Documents program
flow and progress
Gets buy-in from
trainees and faculty
More…
» Sub-Committees
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B1: Administrative Structure
RPC Specific Responsibilities
• Resident selection
• Resident promotion
• Resident appeal
• Academic curriculum
• Objectives of training
• Rotation and faculty
review
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Program review
Resident health, wellbeing and safety
Career counselling
Research support
Create minutes of
discussions and
decisions/actions taken
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B1: Subcommittees
• Functional working groups
• Involve more faculty and residents than on the
RPC
» Spreading the work
» Greater engagement across the
department/division
• Mechanism of reporting back to the RPC
• Examples of common subcommittees
» Promotion and Assessment of residents
» Evaluation of rotations/assessment of teachers
» Curriculum
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B1: Administrative Structure
RPC Specific Responsibilities
Program review:
• Evaluate each curricular component
• Faculty evaluation
• Anonymized
• Document
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B1: Administrative Structure
Pitfalls
Program Director:
• Perceived as dictator (doesn’t listen)
• Runs the show
• Not perceived as a resident advocate
• Ineffective communication
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B1: Administrative Structure
Pitfalls
RPC
•
•
•
•
•
•
•
Dysfunctional – can’t make decisions
Not properly constituted
Decisions made outside of RPC
Service needs drive resident placement
Doesn’t meet and doesn’t minute
Doesn’t fulfil its mandate
Lack of communication with residents and
faculty
Significant issues with B1 usually
lead to problems with the rest
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Reflection on B1
• Take a moment to look at your program
• Try to identify one potential pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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B2: Goals and Objectives
• Curriculum map is excellent to meet the
goals and objectives and highly
functional. (B2.2.1)
• Rotation specific goals and objectives
which have been adopted by the program
are not being regularly referred to or
used to drive learning and assessment.
(B2.4.1)
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B2: Goals and Objectives
MUST:
• Exist in writing
• Be visible within program
» Learners, faculty
» Part of rotation orientation
• CanMEDS based
• Reflect the activities of the rotation
• Inform resident assessment
• Be reviewed regularly (supervisors, RPC)
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B2: Goals and Objectives
Rotation-Specific Goals and Objectives:
• Designed by rotation supervisor/ RPC
• Linked to specific assessment
• Site-specific (resources)
• Block rotations/ longitudinal experiences
• Year-specific
• Same rotation in different years
• Rationale for repeat rotation
• CanMEDS- what can be ideally delivered in this rotation?
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B2: Goals and Objectives
Traps and Pitfalls
• No goals and objectives for overall program/specific
rotations
• Research
• Longitudinal clinics
• Not rotation/experience-based
• Not CanMEDS based; generic
• Not used by residents/faculty
• Rotations not designed around goals and objectives
• Not reflected in assessment of residents
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B2: Goals and Objectives
Reflection
• Take a moment to look at your program
• Try to identify one pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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B3: Program Structure
• “Flexible electives allowing residents to fully explore
career goals” (B3.7)
• “There is a service education imbalance: residents are not
protected to attend their academic half-day.”(B3.5.1)
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B3: Program Structure
• Some overlap with B5 standard
• Review Specific Objectives of Training/ STR
• Mandatory (RC versus program) /elective
• Time-based (block vs month vs longitudinal experience)
• All rotations have a purpose
•
Sites have a role
• All residents have equal opportunity
• Graded responsibility
• Educational Environment
• Quality of supervision
• Service to education balance
• Intimidation and harassment
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B3: Program Structure
Traps and Pitfalls
• No plan for or monitoring of graded responsibility
• No obvious planning behind rotation design
• Doesn’t adhere to Specialty Training Requirements (STR)
• Inequities in resident experience
• Politics are driving the design
– Service needs versus educational needs
• Intimidation/harassment
– Area-specific
– Faculty
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B3: Program Structure
Reflection
• Take a moment to look at your program
• Try to identify one pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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B4: Resources
• “Highly qualified teaching faculty from community to
subspecialties who are engaged in education.” (B4.1)
• “The increased number of learners (both undergraduate
and postgraduate) may be limiting access to subspecialty
rotations for the residents as well as straining the
available number of community preceptors.” (B4.1)
• Unsatisfactory call rooms and locker access. (B4.5)
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B4: Resources
Faculty
• High yield faculty or specialty expertise – all
residents should have access (if it’s core)
• Protected time to teach and supervise
Patients
• Design rotations so residents get equal exposure
• Get creative if some scenarios scarce
• Variety of settings: ER, inpatient, outpatient,
community
• Community experiences
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B4: Resources
Infrastructure – specialty-specific
• Adequate resident space
• Adequate technology in the area of work
• SSA for specific resource needs
Other Program Components
• Research
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B4: Resources
Capacity
• Review the bottlenecks in the program
• Specialty specific
• Specific mandatory rotations; equipment
• Can the experience be delivered elsewhere?
Specific Experiences
• Interuniversity Affiliation
• Mandatory rotations
Other: Simulation; Academic Half-day; Grouping of patients
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B4: Resources
Traps and Pitfalls
• No monitoring of resident experience
• Faculty too busy to teach
• no mechanism to monitor/respond to this
• Insufficient important infrastructure
• Small centers
• inability to provide adequate exposure in an area
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B4: Resources
Reflection
• Take a moment to look at your program
• Try to identify one pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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B5: Clinical, Academic,
Scholarly
• “Deliberate, innovative opportunities for residents to learn
about health needs of community.”(B5.5.1)
• “Academic half-day is too dependent on residents with
inconsistent attendance by faculty.” (B5.1.3)
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B5: Clinical, Academic, Scholarly
• CanMEDS-based curriculum
• Clinical Curriculum
– Specialty Objectives
– Overlap with Standard B3
• Academic/Scholarly
– Formal Curriculum
• Academic Half-day
– Rotation-specific
The program “ must be able to demonstrate”...........
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B5: Clinical, Academic, Scholarly
CanMEDS Myths and Legends
• Everything has to be EVERYWHERE!!!
• NOPE, but Everything has to be
SOMEWHERE
• An Overall plan/ curriculum map
• Tracking/monitoring system
• Visibility
• How do you know they EXPERIENCED it?
• How do you know they GOT it?
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B5: Clinical, Academic, Scholarly
Map it out!
Medical Expert
Rotations
Communicator
Ambulatory
Inpatient
Subspecialty
Collaborator
Health Advocate
Academic Half-Day
Manager
External Sessions
Scholar
Journal Club
Professional
Research Day
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B5: Clinical, Academic, Scholarly
Traps and Pitfalls
• No explicit plan to cover all Specialty-specific G&O
• Missing CanMEDS Roles
• No way to detect ‘holes’ in the program
• Assumption that it’s done as part of everyday life
• Role-modeling
• Needs to be explicit
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B5: Clinical, Academic, Scholarly
Reflection
• Take a moment to look at your program
• Try to identify one pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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B6:Assessment
• “ITERs not based on specific goals and
objectives.” (B6.1)
• “Evaluation of residents is not done in a
timely fashion and is not done face-toface consistently.” (B6.3)
• “The evaluation of CanMEDS Intrinsic
Roles remains challenging.” (B6)
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B6: Assessment
• Systematic assessment approach
• feedback principles training
• Faculty and trainees
• Direct observation is critical
• clear assessment policy
• Combination of
• informal and formal
• formative and summative
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B6: Assessment
• Should be multimodal – many options
• Reviewed/endorsed by the RPC
• Methods match the content
• Match Goals and Objectives
• Progress checks built in
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B6: Assessment
• ITER:
– Rotation-specific
– N/A- not working
– Year-specific
– Verbal feedback – face to face meeting critical
• CanMEDS roles
– Must be formally assessed
– Other health professionals/students/managers
– Not all rotations have to assess all CanMEDS roles
formally
• Teaching- written student evaluations
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B6: Assessment
CanMEDS Assessment Matrix
Med Exp
Comm
Written
Tests
X
Oral
Exam
X
Direct
Observ.
X
X
OSCE/S
P
X
X
360 Peer
X
X
X
X
Portfolio
Sim
Coll
H Adv
Mgr
Scholar
Prof
X
X
X
X
X
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X
X
X
X
X
X
X
X
(essay)
(essay)
X
X
X
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B6: Assessment
Traps and Pitfalls
• Direct Observation
– How is it happening
– Residents will be asked
– Connected to specific feedback
• Timely completion of ITERs
– WEB-Evaluation
• Lack of verbal feedback- or not helpful
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B6: Assessment
Traps and Pitfalls
• Some G & O not assessed
• Overreliance on generic ITER
• No mechanism to:
• Monitor
• Promote
• Remediate the residents
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B6: Assessment
Traps and Pitfalls
• Lack of RPC involvement in assessment issues
• Role of the Sub-Committee in larger programs
• RPC needs to approve assessment forms/ promotion
criteria; remediation protocols
• Resident in difficulty: needs to be discussed at the RPC
• Role of the Resident Representative during
discussions of Resident evaluation
• Role of faculty mentor
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B6: Assessment
• Take a moment to look at your program
• Try to identify one pitfall
• Try to identify a potential solution
• We’ll discuss shortly as a group
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Group Exercise
• Each table has a number on it
• This represents one of the B standards
• At your table, discuss your pitfalls and
potential solutions for that B standard
• If you’d like to discuss another B
standard, you may switch
• We’ll debrief as group
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Group Exercise
• Pick a recorder
• Outline the problem
• Present potential solution
• Discussion
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Tips on Filling the Holes
• Make CanMEDS explicit
• Make time for it
• Don’t make it an add-on
• Tailor it
• Start with one and build
• Start with in-the-moment
• Move to formal curriculum
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Your Support System
• You’re not alone!
• Other PDs in your Faculty of Medicine
• Other Canadian PDs in your discipline
• Your predecessor
• Members of your RPC
• Your university or hospital HR department
• Other health professionals
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Your Allies
• Administrative Support – program admin
• Postgraduate Dean
• Assistant to the PG Dean
• Department Head
• Division Head
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What’s Ahead!!!!!!!!!
• CanMEDS 2015
» MILESTONES
• Competency-Based Medical Education
Resources:
- Postgraduate office
- Specialty committees
- Program Directors
- ICRE
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Take Home Messages
• Take a bird’s eye look at the program
• It’s all about process
• Involve the committee
• Make it transparent
• Have a reason for everything
• Root decisions in principles
• Build collaborations with stakeholders (hospitals/
rotations/specialties/etc)
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Session/Presentation Name | Presenter Name
Objectives Revisited
1. Describe the purpose underlying the
individual standards for program
accreditation
2. Identify areas cited as commonly occurring
weaknesses among the B standards
3. Develop an approach to identify and address
areas for improvement in your program
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References
• The Royal College Program Directors Handbook: A
Practical Guide for Leading an Exceptional
Program
• CanMEDS Publications:
» Time Management guide
» CanMEDS Assessment Tool Handbook
» Educational Design: A CanMEDS Guide for the
Health Professions
• ICRE: “What Works”
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Engaging Faculty
•
RCPSC says so!
•
Find your champions
•
Include explicitly in ITER/practice exam
•
Ask them what they need
•
Pay them!
•
Get the trainees on board – see next slide
•
Explain it
»
Education committee
»
Business meetings
Teach it
•
»
Faculty Development opportunities
»
Grand rounds with guests from like specialty
»
Sneak it in!
Orient new faculty
•
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Engaging Trainees
•
RCPSC says so!
•
Find your champions
•
Include explicitly in the ITER/practice exam
•
Pride of ownership - ask them
•
Bring in examples to sessions
»
But don’t stop there!
»
Communication skills challenges
»
Conflicts
»
Ethics
•
Get their feedback on how to improve
•
Culture of open feedback
»
»
Formalize program/session evaluation
See the benefits and results of this feedback
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