1. SNOMED CT Education SIG: Strategic Plan 2011-2012 Review
Education Special Interest Group

2. Agenda
Welcome
Introductions
Review Agenda
Strategic Plan 2012

3. Strength, Weakness, Opportunities, Threat
Strategic Plan Review
Strength, Weakness, Opportunities, Threat

4. Strengths, Weaknesses, Opportunities, Threats
Committed participants
Management Support
Wide Audience
Work already started
Strong educational expertise within the IHTSDO Education SIG

5. Strengths, Weaknesses, Opportunities, Threats
Reliance on Volunteers
Competing interests
Volume of work
Changing members; Lack of continuity
Lack of understanding in the community of where to go to get educational materials and support
Decision makers do not understand the need for nor the scope of educational requirements

6. Strengths, Weaknesses, Opportunities, Threats
Enthusiastic new members
Requirement to collect and support material distribution.
Demand for comparable, quality assured competent individuals in many roles
Management Strategy has been identified but can still be influenced.
Certification as an income stream
Increased educational organization provision of education from a stable, quality competency specification leading to certification,

7. Strengths, Weaknesses, Opportunities, Threats
Complexity of SNOMED CT
Complexity and breadth of international needs
Dynamic and constantly evolving requirements
Lack of understanding of quality educational processes
Lack of understanding in the health community of the complexity and need for quality education related to all SNOMED CT

8. Vision, Mission, Core Values
Strategic Plan Review
Vision, Mission, Core Values

9. Vision
The IHTSDO Education initiative will support the development of skills to meet the needs of the IHTSDO community, enabling educational organizations to deliver consistent, quality education, and to advise on, develop approaches to certification of individuals or courses, to support quality, comparable skills related to IHTSDO products and processes. Specifically, it will develop approaches to support the following goals: .

10. Vision
The development of skills to meet the needs of the IHTSDO community
Encourage global collaboration and cooperation to continually improve the education related to terminology products;
These activities to be coordinated globally in order to pool resources and share the benefits of mutual participation.
To support IHTSDO’s role in workforce quality assurance through certification of individuals and courses
To ensure that certification strategies are fiscally viable to IHTSDO

11. Mission
The central purpose of the IHTSDO Education strategy is to support the IHTSDO to achieve the realization of its goals, specific to the development of a quality, skilled workforce through pedagogically sound education. The mission is generally undertaken through the activities of the Education SIG. The mission includes:
Specification of skills required to undertake a given role associated with clinical terminology or standardization of clinical terminology (role descriptions and competency requirements).

12. Mission
Provision of a coordination point for collection and distribution of information related to roles and competencies including, job descriptions, curricular and courses delivering education or training to meet those requirements, and materials designed to assist in development of individuals who meet the requirements for roles required in the IHTSDO organization and community
Provision of a sustainable quality processes to support education and skill development.

13. Mission
Provision of a coordination point for collection and distribution of information related to roles and competencies including, job descriptions, curricular and courses delivering education or training to meet those requirements, and materials designed to assist in development of individuals who meet the requirements for roles required in the IHTSDO organization and community
Provision of a sustainable quality processes to support education and skill development.

14. Mission: Support of Overall IHTSDO
Broaden the use of SNOMED CT, within and across health information systems, countries and professions.
Support global collaboration and cooperation with respect to the ongoing improvement of the Terminology Products.
Make it easier to use SNOMED CT for priority use cases;
Facilitate use of SNOMED CT with other international standards

15. Core Values
Supports the strategic goals of the IHTSDO and thus contributes to elements of the work plan of the IHTSDO;
Seeks to improve the health of humankind by fostering the development and use of suitable standardized clinical terminologies, notably SNOMED CT, in order to support safe, accurate, and effective exchange of clinical and related health information; and
Seeks to enable the implementation of semantically accurate health records that are interoperable.

16. Core Values
Supports the development of pedagogically sound, quality, comparable, internationally flexible approaches to the development of skills related to the use of clinical terminology, and in particular SNOMED-CT and other products of IHTSDO.

17. Strategic Plan Review
Business Objectives

18. Business Objectives
Develop, maintain, promote and enable the uptake and correct use of its terminology products in health systems, services and products around the world, and undertake any or all activities incidental and conducive to achieving the purpose of the Association for the benefits of the members.
Define and maintain competency requirements for specific roles and functions related to clinical terminology and clinical terminology standards development and use.

19. Business Objectives
Coordinate, develop, maintain and evaluate curricula, courses, and materials to support the development of the skills required by the IHTSDO community.
Develop sustainable mechanisms to support pedagogically sound, international consistency and comparability of skills of individuals and the quality of educational programs.
Implement fiscally sustainable quality based mechanisms for certification.

20. Key Strategies
Facilitate and support members in defining the skills required in their community related to roles and functions of individuals related to clinical terminology and clinical terminology standardization.
Develop and maintain competency and role library from which consistent quality curricula, course, and materials can be developed and against which these may be evaluated.
Support and encourage the development of suitably qualified and competent individuals to undertake roles and functions required in the international clinical terminology and clinical terminology standards community.

21. Key strategies
Facilitate and support international members and educational organizations, in the development of delivery mechanisms to support quality skill development for users of SNOMED CT in their jurisdiction.
Facilitate access to comprehensive, clear and concise examples of curricula, courses, job descriptions and educational materials.
Facilitate review of materials (including curricula, courses and educational materials) by a representative group of members to ensure relevance and usefulness globally.
Identify mechanisms to support certification of individuals and/or courses to support quality, consistent workforce development in a manner which is fiscally sustainable.

22. Major Goals
Develop and maintain documented methodology to support consistent development of IHTSDO educational requirements and products.
Define roles and competencies to provide guidance and establish standards for training human resources to implement SNOMED CT.

23. Major Goals
Develop a workforce/education Library which includes collation of;
IHTSDO defined roles, and real world job descriptions that relate to those roles
Competencies required to safely and effectively act in a role
Samples of curricula, courses and education materials from members and create repository of educational artifacts related to specific roles and competencies.

24. Strategic Action Programmes
Develop a methodology and framework to define and describe roles, functions, competencies.
Process to develop competencies – finalised with templates and process documentation to support engagement with Subject Matter Experts (template for Project Requirements and associated guidance)

25. Strategic Action Programmes
Develop roles and competencies required by the IHTSDO community
  Published roles and competencies which are regularly updated and reviewed
  Competency library of re-usable competency definitions. This supports the development of curricula from ‘lego’ components thereby making course development more cost effective and more clearly identifying core requirements of all educational activities.
Use defined roles and competencies to evaluate courses and curriculum for gaps

26. Strategic Programmes
Develop and maintain web based workforce/education library which gives broad access to roles, competencies, and links to courses, job descriptions and educational materials.
Communicate the development methodology and the workforce/education library approach broadly within IHTSDO members and educational and professional organizations
Develop fiscally sustainable certification program to support quality workforce certification at course/individual level/s.

27. Specific Activities for 2011-2012
Develop education framework and methodology:
Draft developed - This includes a template and guide for completion of the template, as well as an overall workflow for definition of roles, functions and competencies.
Project documentation processed through IHTSDO
Draft in trial with implementation SIG
Updated documentation from trial experience
Methodology and Framework accepted by IHTSDO

28. Specific Activities for 2011-2012
Develop roles and competencies required by IHTSDO community:
Implementers’ roles and competencies draft prepared
Implementation SIG update and approve roles and competencies
Education SIG prepare roles and competencies detailed education documentation and sample curriculum
Publication of implementer’s educational requirements
Existing educational specification documents converted to the new format

29. Specific Activities for 2011-2012
Mapping
Editors
Existing educational specifications published in roles and competency format
Develop workforce/education library:
Develop requirements for the library
Populate the library with existing documents and information.
Web based workforce/education library available to the community
Encourage active contribution to the library – through collection of courses and job descriptions

30. Specific Activities for 2011-2012
Support to SIGs and Committees:
Provide information to other SIGs and Committees and Members on the process for development of educational requirements – cascading the message to other groups
Develop approach/s to certification – draft for Management Board consideration

31. Specific Activities 2011-2013 Ongoing:
Development of priority competencies and roles to support the needs of the IHTSDO community.
Maintain guideline for development of educational requirements
Maintain workforce/education library

32. Specific Activities 2011-2013 Certification
Decision on approach to certification made
Development of certification materials
Trial of certification process
Develop a marketing strategy for certification and use of the workforce/education library

33. Q2: Review of Accomplishments and Challenges

34. Accomplishments

35. Achievements: Definition of Competencies

36. Achievements: Application of Competencies

37. Summary

38. Challenges

39. Challenges
Small group

44. Summary

46. IHTSDO ED SIG: 2012-2013 Planning
SWOT Update

47. Strengths

48. Weaknesses

49. Opportunities

50. Threats

51. Mission, Core Values

52. Mission

53. Core Values

54. Business Objectives

55. Business Objectives

56. Specific Activities

57. Strategic Activities 2012-2013
Development of priority competencies and roles to support the needs of the IHTSDO community.

58. Strategic Activities
Maintain guideline for development of educational requirements

59. Strategic Activities
Maintain workforce/education library

60. Special Session on Certification, Tuesday, October 22, 2012
Strategic Activities
Special Session on Certification, Tuesday, October 22, 2012