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Recalibrated for the 21st Century? Moving beyond the Assessment Review Task Force

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2017 Annual Meeting

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Recalibrated for the 21st Century? Moving beyond the Assessment Review Task Force

  1. 1. |||© 2017 MCC | CMC #MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC Moving beyond the Assessment Review Task Force Recalibrated for the 21st Century? M. Ian Bowmer
  2. 2. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 2 Striving for the highest level of medical care for Canadians through excellence in evaluation of physicians • Credentials source-verification • Repository • Assessment ◦ Evaluating Examination (pre-immigration assessment) ◦ MCC Qualifying Examinations (component of full licensure in Canada) – Part I – knowledge and clinical decision making – Part II – clinical ability ◦ National Assessment Collaboration – Clinical Assessment (entry into residency) – Therapeutic Decision Making Examination – Practice Ready Assessment (entry into provisional licensure for Family Medicine, Internal Medicine and Psychiatry)
  3. 3. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 3 The Value of Credential Review and Source Verification 'All of us can be harmed': Investigation reveals hundreds of Canadians have phony degrees BY ERIC SZETO, NELISHA VELLANI, CBC NEWS POSTED: SEP 10, 2017 6:00 PM ET LAST UPDATED: SEP 11, 2017 9:50 AM ET Marketplace host Asha Tomlinson confronts Gilbert Correces about his PhD in biblical counselling from Almeda University, a phony school that claims to be based in Boise, Idaho. A Marketplace investigation of the world's largest diploma mill has discovered many Canadians could be putting their health and well-being in the hands of nurses, engineers, counsellors and other professionals with phony credentials.
  4. 4. |||© 2017 MCC | CMC #MCCam #aaCMC October, 2011
  5. 5. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 5 The ARTF Report – 6 Recommendations Recommendation 1 • LMCC becomes ultimate credential (legislation issue) Recommendation 2 • Validate & update blueprint for MCC examinations Recommendation 3 • More frequent scheduling of the exams and associated automation Recommendation 4 • IMG assessment enhancement and national standardization (NAC & Practice Ready Assessment) Recommendation 5 • Physician performance enhancement assessments Recommendation 6 • Implementation oversight, including the R&D Committee priorities and R&D budget
  6. 6. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 6 ARTF #2 Validate & update blueprint for MCC examinations Ensure assessment content and approaches evaluate core competencies of today’s and the future physician: • Recognition that the assessment of knowledge, clinical decision making and clinical ability was critical • Practice Analysis to produce new Blueprint • Create the necessary changes to MCCQE Part I and Part II • Consider additional approaches
  7. 7. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 7 Blueprint for MCCQE – implementation 2018
  8. 8. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 8 ARTF recommendations and implementation (cont’d) More frequent scheduling of the exams and associated automation to be more flexible. • Increase MCCQE Part I frequency including international delivery (2019) IMG assessment enhancement and national standardization (NAC and Practice Ready Assessment) for better integration. • NAC – PRA (Family Medicine, Internal Medicine and Psychiatry) Review MCC’s role in the continuum of assessment across the physician’s professional life. • Participation in FMRAC led Physician Practice Improvement • New Assessment Development MSF – MCC360 • Therapeutic Decision Making ARTF #3: ARTF #4: ARTF #5:
  9. 9. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 9 Strategic Planning 2017 – 2024 Survey: • Council, stakeholders (med schools, MRAs, Colleges, students and MCC staff) Identify key sector trends, issues and opportunities: • Ensure physicians remain competent throughout their career • Changing federal immigration policies • Focus on competency-based education and assessment • Role of AI and technology in medicine and assessment
  10. 10. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 10 Challenges and Opportunities Challenges: • Changing traditional revenue sources • Link examination data to predictive outcomes • Maintaining a secure, confidential system • Positioning of point-in-time examinations in programmatic assessment Opportunities: • Role in continuing professional validation • Collaboration among stakeholders • Assessment and evaluation opportunities
  11. 11. |||© 2017 MCC | CMC #MCCam #aaCMC Strategic Direction #1 Assessing clinical skills in medical school and residency 11 MCCQE relevant to all disciplines, flexibly timed, predictive of future performance and therefore results provide guidance for individual development. Indicators: • Assessments become predictive of future performance • Increase relevance to core disciplines • Flexible and appropriately timed • Feedback and guidance for individual development • Guidance to educational institutions Potential initiatives: • Additional research – validity agenda, outcomes as per R&D committee • Explore evidence-based secondary uses of MCC exam scores (e.g.: exploring the predictive usefulness of MCC scores in regard to in-practice outcomes). • Increase flexibility and time opportunities of clinical examinations • Consider centralized delivery of OSCE • Broader stakeholder engagement and communication strategy
  12. 12. |||© 2017 MCC | CMC #MCCam #aaCMC Strategic Direction #2 Assessing in – practice physician competency 12 Implement the MCC – developed in-practice tools so that they are accepted to assess physician competency. Indicators: • MCC participation in post-licensure assessment • Canadian jurisdictions periodically using MCC-developed in-practice assessment tools to assess Physician competency • Physicians using MCC developed self- assessment tools Potential initiatives: • Complete the MCC 360 onboarding and full operationalization • Explore and execute potential use of MCC 360 in UGME and PGME environments • Explore and develop or adopt additional in- practice assessment tools • Develop innovative competency assessments (in- practice or MCC examinations)
  13. 13. |||© 2017 MCC | CMC #MCCam #aaCMC Strategic Direction #3 Information collection, management and dissemination 13 Establish a business model for a pan-Canadian repository that collects and manages competency-relevant information for physicians, students and examination candidates. Indicators: • In collaboration with MRAs, Certifying Colleges and other stakeholders develop business model(s) for a pan-Canadian repository of competency-relevant information • Support other forms of registration Potential initiatives: • Explore the business models for ◦ Educational registration ◦ Integration /linking of certification data ◦ National physician register ◦ Programmatic assessment ◦ Support MINC business function within MCC • Learn from past experiences of other jurisdictions or countries e.g. data commons, registries etc.)
  14. 14. |||© 2017 MCC | CMC #MCCam #aaCMC Strategic Direction #4 Strategic alliances 14 Participate in the establishment and ongoing stewardship of a collaborative network of organizations and stakeholders that contribute to demonstrating and maintaining physician competency. Indicators: • Participate in programmatic assessment through involvement in medical school accreditation • Work with stakeholders to improve assessments of competency • Support integration of common assessment across organizations • Formalize stewardship of physician competency across Canada Potential initiatives: • Explore the business models (and execute if feasible) associated with ◦ UGME accreditation ◦ Assessment Continuum for Canada ◦ Leveraging MCC assessment and infrastructure (national / international or other professions) • Undertake broader lessons learned (other professions, jurisdictions or countries)
  15. 15. |||© 2017 MCC | CMC #MCCam #aaCMC Strategic Direction #5 Promoting organizational excellence 15 Establish continuing strategies that assure MCC’s effectiveness and sustainability. Indicators: • Explore, foster, develop and implement continual organizational excellence Potential initiatives: • Organizational review (business practices, processes etc.) • Expand risk management program • Expand strategies to maximize human capital e.g. corporate social responsibility program • Develop a marketing and business development function
  16. 16. ||#MCCam #aaCMC© 2017 MCC | CMC© 2017 MCC | CMC 16 Timeline – Next Steps February 2017 Executive Board Retreat April 2017 Executive Board meeting approval of draft September 2017 MCC Annual Meeting plenary and roundtable • Your comments on presentations, environmental survey and draft strategies • Other suggestions and ideas September 2017 Monday morning workshops to discuss strategies 2018 Analysis and Executive Board refinement September 2018 Presentation at AGM 2018 for approval
  17. 17. |||© 2017 MCC | CMC #MCCam #aaCMC© 2017 MCC | CMC THANK YOU! © 2017 MCC | CMC THANK YOU! M. IAN BOWMER ibowmer@mcc.ca

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