Background and the need for innovation
Goal of innovation
Steps taken for development and implementation of innovation
Participants
Organization of the day
Questions | Responses (n = 80) |
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Years in practice | <5 years –35.4% |
5–10 years – 21.5% | |
10–20 years – 16.5% | |
>20 years – 25.3% | |
Practice sites | Community ED – 64.1% |
Tertiary care ED – 44.9% | |
Urgent care – 38.5% | |
Pediatric ED – 10.3% | |
Training path | CCFP-EM – 41.8% |
FRCPC-EM – 31.6% | |
CCFP – 11.4% | |
FRCPC-PEM – 7.6% | |
Allied health – 3.9% | |
ABEM – 3.8% | |
What are some roadblocks preventing you from further developing your career? | Lack of time 40% (n = 32) |
Lack of resource/funding 12.5% (n = 10) | |
Lack of motivation/burnout 11.3% (n = 9) | |
Lack of opportunities 10% (n = 8) | |
Lack of mentorship 7.5% (n = 6) | |
What types of continuing professional education are you currently doing? | Conferences – 86.3% |
Podcasts – 77.6% | |
Journal articles – 70.1% | |
Rounds/lectures – 63.8% | |
Workshops – 36.3% | |
Simulation – 3.9% | |
What do you wish staff physician continuing professional education looked like? | Staff-only small group discussions |
‘Education responsive to our needs’ | |
Improved remote access/curated online content | |
Staff simulation | |
Procedural skills workshops |
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What is the ‘coolest’ idea for CPD that you would want to see here?
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What would your ideal CPD program include?
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Is there any type of programming you feel like you can’t find elsewhere that you would want to see here?
Outcomes of the innovation
Critical reflection
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Expand your data: Consider the type of non-traditional CPD data you can gather from external sources. In our case, we used reports from a national malpractice database but others might find their hospital electronic health record a treasure trove of information.
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Recruit a diverse group of stakeholders: Try to involve as many people as possible that represent different segments of your potential CPD attendees (e.g. your market). We applied many filters to ensure we were able to recruit a diversity of individuals of varying genders, age, experience, and geographic location.
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Don’t be afraid to ask your attendees to do some preparatory work: Often for planning retreats attendees are asked to simply show up, but in doing so they are unprepared to offer insights that can be helpful. As such, we suggest that you find some reliable attendees within your stakeholder groups and ask them to prepare certain items. In our case, we asked individuals to conduct interviews with colleagues to get a better sense of what they liked or didn’t like about current CPD endeavours.
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Plan to follow through: The worst thing we could have done was to have a full-day retreat, get our stakeholders excited for change, and then not make any changes. Our CPD team was fully ready to launch into development based on the findings of the retreat, and this allowed us to earn some quick wins with our retreat attendees and our larger group of constituents. Aligned with Kotter’s framework for change [17], this certainly was helpful to our group in gaining trust and credibility from the larger group whom we serve.