Conjoint Committee on CME (CCCME) Strategic Objective #1 for 2010

January 23, 2010 at 2:11 am Leave a comment

The Winter 2010 issue of the AMA CPPD report includes an article reporting on the strategic objectives of the CCCME. I am particularly interested in the first strategic objective.

Strategy 1: Moving toward the integration of performance improvement into CME

This strategy seeks to integrate PI into systems of medical practice. As we know PI CME includes measuring physician practice performance, learning from changes physicians make in practice behaviors and re-measuring physician practice performance. CCCME organizations accept this framework as the basis for a nationally standardized system of PI CME. That’s great. This framework is fine. But it is only that – a framework. CME providers are still left to decide what to do with the performance assessment data and what kinds of interventions will lead to improved performance that leads to better patient care and ultimately better patient outcomes.

Let’s take a closer look. Performance is work we do. It is not an abstract idea – it’s real. You can see it. You can measure it. Performance improvement is what we consciously do to improve our performance (work). You can see and measure that. Performance improvement in healthcare are those disciplined, systematic, repeatable efforts engaged in by healthcare professionals and the healthcare system to perfect the work of patient care. Performance improvement efforts are not random sets of activities. There are common elements in virtually every description of performance or quality improvement that include:

  • Recognition of the importance of context.
  • A  specific definition of desired performance.
  • A measured assessment of current performance
  • A careful analysis of the gap between current and desired performance.
  • A logical fact based assessment of the causes of the gap between the current and desired performance.
  • Carefully selected and designed interventions that address specific root causes of the performance problem.
  • Execution of the planned intervention(s).
  • An assessment of the impact of the intervention on current performance to assess the extent to which the desired performance has been achieved.
  • A monitoring and approval process throughout the entire improvement effort involving those affected by each decision made an action taken in an effort tot achieve the desired outcomes.

For this strategic objective is to be achieved requires the implementation of a disciplined, systematic, repeatable process across all CME providers. It needs to be a system that embraces the scientific process central to the values of the medical profession. It needs to be a system that the physician and the team can that doesn’t overly burden them in terms of excessive time and cost. It needs to be system that CME providers can learn and use to help guide the PI CME efforts of their physician learners.

Such a resource exists. Toyota has been using it for years. We see healthcare organizations across the country embracing the approach. We can learn it. We can teach it. We can use it in our CME operation to improve our individual and organizational effectiveness. It is called A3 Problem Solving. We need A3 CME. It can be that disciplined, systematic, repeatable process that will lead to measurable improvements from PI CME initiatives.

Let me know if you are interested in learning how to gain the skills required to be effective in A3 CME.


Entry filed under: CME, CME Issues, Continuing Medical Education, Continung Professional Development, Improvement, Physician Continuing Education.

Conjoint Committe on CME sets 2010 Goals CME in the News and on the Blogs January 23rd, 2010

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