Development of the Office of Continuing Competency and Assessment’s Inaugural Strategic Framework: Primer for FHS and College of Medicine Deans Councils

Thank you for giving us some time to discuss the Office of Continuing Competency and Assessment’s (CCA) future direction with you. This discussion is part of a process that will lead to the development of the CCA’s inaugural 2018-2023 Strategic Framework. In preparation for our discussion in 2 weeks, you are invited to invite read the background information and note your responses to the questions that we’d like to discuss with you.

Background

The Office of Continuing Competency and Assessment (CCA) was established in 2015 as one of the platforms in the Rady Faculty of Health Sciences at the University of Manitoba. Working across the five Colleges (Dentistry, Medicine, Nursing, Pharmacy and Rehabilitation Sciences) that make up the Faculty of Health Sciences, the CCA is responsible for:

  • Continuing Professional Development (CPD): the provision and accreditation of educational activities that maintain and develop the knowledge and skills of health professionals, including the support of interprofessional collaborative practice, and;
  • Clinician Assessment Program (CAP): the assessment and remediation of health professionals through the hosting of “high stakes” licensure examinations and by offering individualized assessment and remedial learning plans for clinicians re-entering or changing their scope of practice or upon referral from regulatory Colleges or employers.

The CCA’s vision is the following: Health professional excellence through lifelong learning.

Its mission is to enable health professionals to meet the needs of communities with high quality education and assessment programs.

The CCA Leadership Council is the executive-level management committee of the CCA which advises on issues relating to the Faculty of Health Sciences’ role in supporting continuing competency and assessment of health professionals represented in its five Colleges, which includes without limitation:

  • Establishing and monitoring progress on strategic directions for CCA;
  • Developing, implementing and reviewing policies for CCA and its constituent programs;
  • Contributing to the development of educational and assessment programs as appropriate;
  • Working closely and effectively with regulatory colleges and other key stakeholders, and;
  • Monitoring budgets and participating in human resource planning.

Some of the CCA’s achievements over the last three years include:

  • Development of CCA mission and vision statements;
  • Alignment of CPD in strategic planning for multiple Colleges;
  • More faculty engaged as speakers/teachers in professional development events across Colleges;
  • Implementation of an event management system and website that services over 4,000 users;
  • Development of sustainable, interprofessional CPD programs (The MEDS Conference, Back to Anatomy, Obesity Day);
  • Incentives for CPD leaders through recognition across most Colleges (CPD Educator of the Year Awards);
  • Establishing relationships with regulatory colleges across several health professions;
  • Increase in high stakes examinations offered across multiple disciplines;
  • Sustained alliance with national examination regulatory authorities;
  • Increase in remediation programs offered across multiple disciplines;
  • Initiation of scholarly activity to the CCA group (new CPD research director/journal club).
  • Imagine you are in the year 2023 and the CCA has fully realized its mission to enable health professionals to meet the needs of communities with high quality education and assessment programs.

  • Based on your knowledge and experience:

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