Physician assessment pilot study for the royal australasian college of physicians

Paget, Neil; Newble, David; Saunders, Nicholas A.; Du, Jenny

doi:10.1002/chp.4750160206

Cited by 15 publications

(15 citation statements)

References 8 publications

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“…The last of these is the most formal, involving rating forms completed by nominated colleagues, and shows encouraging levels of validity, reliability, and acceptability. 22 23…”

Section: Methods Of Needs Assessmentmentioning

confidence: 99%

Learning needs assessment: assessing the need

Grant

2002

BMJ

333

236

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15 Chan DH, Leclair K, Kaczorowski J. Problem-based small-group learning via the internet among community family physicians: a randomised controlled trial. MD Comput 1999;16:54-8. 16 Heale J, Davis D, Norman G, Woodward C, Neufeld V, Dodd P. A randomized controlled trial assessing the impact of problem-based versus didactic teaching methods in CME. (Accepted 20 September 2001)Learning needs assessment: assessing the need Janet GrantLearning needs assessment has a fundamental role in education and training, but care is needed to prevent it becoming a straitjacket It might seem self evident that the need to learn should underpin any educational system. Indeed, the literature suggests that, at least in relation to continuing professional development, learning is more likely to lead to change in practice when needs assessment has been conducted, the education is linked to practice, personal incentive drives the educational effort, and there is some reinforcement of the learning. 1 Learning needs assessment is thus crucial in the educational process, but perhaps more of this already occurs in medical education than we suspect. The key lesson might be for those who design new systems of education and training: for example, the postgraduate education allowance system in general practice was felt to fail the profession because it did not include needs assessment and so led to ad hoc education to fulfil the time requirements of the system rather than the needs of individual doctors or the profession as a whole. On the other hand, basing learning in a profession entirely on the assessment of needs is a dangerous and limiting tactic. So a balance must be struck. Learning needs assessment in medicineIn 1998 both individual and organisational needs assessment became part of government policy in relation to the continuing professional development and personal development plans of all healthcare professionals.2 Thus, it has a role in the clinical governance of the service 3 and is therefore much more than an educational undertaking. This integration of needs assessment, education, and quality assurance of the service was first made explicit in 1989 in relation to clinical audit, which would identify practices in need of improvement and ensure that educational and organisational interventions were made to address these needs.4 Accordingly, audit was described as "essentially educational" and the educational process surrounding it described. 5Long before these recent developments, needs assessment outside medicine was presented as an important part of managed education and learning contracts, which are the predecessors of the personal development plans to be developed for all NHS healthcare professionals. 6 In his descriptions of adult learning Knowles assumed (he did not claim to have research evidence) that learners needed to feel a necessity to learn and that identifying one's own learning needs was an essential part of self directed learning. 7 In medicine a doctor's motivation to learn would therefore derive from needs i...

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“…The last of these is the most formal, involving rating forms completed by nominated colleagues, and shows encouraging levels of validity, reliability, and acceptability. 22 23…”

Section: Methods Of Needs Assessmentmentioning

confidence: 99%

Learning needs assessment: assessing the need

Grant

2002

BMJ

333

236

View full text Add to dashboard Cite

show abstract

“…The quality of assessment programmes depends largely on the validity, reliability and transparency of the way that standards are set and applied by assessors 5 . To ensure validity, particular attention has been paid to ensuring that the content of the assessment reflects both the content of Good Medical Practice and that of the individual doctor’s practice.…”

Section: Development Of the Assessment Methods For Peer Reviewmentioning

confidence: 99%

The General Medical Council’s Performance Procedures: peer review of performance in the workplace

Southgate

Cox²,

David

et al. 2001

Med Educ

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The General Medical Council procedures to assess the performance of doctors who may be seriously deficient include peer review of the doctor’s practice at the workplace and tests of competence and skills. Peer reviews are conducted by three trained assessors, two from the same speciality as the doctor being assessed, with one lay assessor. The doctor completes a portfolio to describe his/her training, experience, the circumstances of practice and self rate his/her competence and familiarity in dealing with the common problems of his/her own discipline. The assessment includes a review of the doctor’s medical records; discussion of cases selected from these records; observation of consultations for clinicians, or of relevant activities in non‐clinicians; a tour of the doctor’s workplace; interviews with at least 12 third parties (five nominated by the doctor); and structured interviews with the doctor. The content and structure of the peer review are designed to assess the doctor against the standards defined in Good Medical Practice, as applied to the doctor’s speciality. The assessment methods are based on validated instruments and gather 700–1000 judgements on each doctor. Early experience of the peer review visits has confirmed their feasibility and effectiveness.

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“…The quality of assessment programmes depends largely on the validity, reliability and transparency of the way that standards are set and applied by assessors. 5 To ensure validity, particular attention has been paid to ensuring that the content of the assessment re¯ects both the content of Good Medical Practice and that of the individual doctor's practice.…”

Section: Development Of the Assessment Methods For Peer Reviewmentioning

confidence: 99%

The General Medical Council's Performance Procedures: peer review of performance in the workplace

Southgate¹,

Cox²,

David³

et al. 2001

Med Educ

View full text Add to dashboard Cite

The General Medical Council procedures to assess the performance of doctors who may be seriously deficient include peer review of the doctor's practice at the workplace and tests of competence and skills. Peer reviews are conducted by three trained assessors, two from the same speciality as the doctor being assessed, with one lay assessor. The doctor completes a portfolio to describe his/her training, experience, the circumstances of practice and self rate his/her competence and familiarity in dealing with the common problems of his/her own discipline. The assessment includes a review of the doctor's medical records; discussion of cases selected from these records; observation of consultations for clinicians, or of relevant activities in non-clinicians; a tour of the doctor's workplace; interviews with at least 12 third parties (five nominated by the doctor); and structured interviews with the doctor. The content and structure of the peer review are designed to assess the doctor against the standards defined in Good Medical Practice, as applied to the doctor's speciality. The assessment methods are based on validated instruments and gather 700-1000 judgements on each doctor. Early experience of the peer review visits has confirmed their feasibility and effectiveness.

show abstract

Physician assessment pilot study for the royal australasian college of physicians

Cited by 15 publications

References 8 publications

Learning needs assessment: assessing the need

Learning needs assessment: assessing the need

The General Medical Council’s Performance Procedures: peer review of performance in the workplace

The General Medical Council's Performance Procedures: peer review of performance in the workplace

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