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A Strategic Guide to Continuing Professional Development for Health and Care Professionals: The TRAMm Model
A Strategic Guide to Continuing Professional Development for Health and Care Professionals: The TRAMm Model
A Strategic Guide to Continuing Professional Development for Health and Care Professionals: The TRAMm Model
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A Strategic Guide to Continuing Professional Development for Health and Care Professionals: The TRAMm Model

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Continuing professional development (CPD) is essential for all health and social care professionals. It is also beneficial for organisations. Evidence shows that when there is significant investment in CPD, individuals feel valued and their practice improves.

In order to maximise the potential of your CPD, this practical handbook guides you through the five TRAMm stages, which are depicted as stations: Tell (T), Record (R), Activity (A), Monitor (M) and measure (m). The tried-and-tested TRAMm model reflects the five standards for CPD laid down by the Health and Care Professions Council; and your own learning needs provide the main focus, enabling you to develop a full CPD portfolio as you progress. At the end of each chapter, there are opportunities to reflect on your learning – and apply theory to practice through a series of tasks.

Designed for all levels (from health and social care students to experienced practitioners), this book may also be useful for associated support workers and other healthcare professionals, including doctors, pharmacists, optometrists, nurses and midwives. In addition, some aspects will be relevant for professionals outside healthcare, such as teachers, surveyors and engineers.

Above all, this book demonstrates that CPD is closely linked to professional and personal success and well-being, and we should all see it as an essential part of our working lives.
LanguageEnglish
Release dateJan 12, 2016
ISBN9781907830723
A Strategic Guide to Continuing Professional Development for Health and Care Professionals: The TRAMm Model

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    A Strategic Guide to Continuing Professional Development for Health and Care Professionals - Deb Hearle; Sarah Lawson; Roe Morris

    workplace.

    Preface

    Continuing professional development (CPD) is an essential component of today’s working practice for all professionals involved in health and social care. It is a core aspect of clinical governance and is closely linked with quality monitoring and improvement. Professional bodies have produced guidelines to support and direct the professional development of nurses and allied health professionals (AHPs 2003, RCN 2007) as well as social workers (TCSW 2015).

    When there is significant investment in CPD (whether individually or via organisational policy), the individual feels valued and is happy in their work and their quality of practice is shown to improve (Van den Broeck et al. 2008, Schaufeli & Bakker 2004). In contrast, when CPD is given limited attention, this has been shown to correlate with work-related stress and burnout, resulting in increased staff sickness, absence and subsequent decreased productivity (Van den Broeck et al. 2008, Schaufeli & Bakker 2004). Although all health and social care staff are familiar with the term ‘CPD’ and are aware of its requirements, there are many different ideas of what constitutes CPD and the ways in which health professionals are expected to demonstrate their personal and professional development.

    Since the introduction of the Health and Care Professions Council (formerly Health Professions Council) in 2002, the profile of CPD for allied health professionals has risen significantly. There are now many processes and procedures within the workplace that are designed not only to monitor and measure performance but also to identify training needs. Such processes include preceptorship, supervision, appraisal/professional development review and clinical audit. Health and care professionals are commonly expected to complete professional development portfolios and there is guidance available on how to record progress, including many examples of online portfolios. However, there is little explanation of the reasons for CPD or advice on how professionals can fully embrace it as an integral part of their practice, rather than as something that has to be done solely to meet professional and organisational requirements.

    What is the purpose of this book?

    There is a growing demand for knowledge specialisation and this requires health and care students and professionals to adopt varied and innovative approaches to learning (GeSCI 2009). This, together with the drive to embrace and integrate new technologies, helps to facilitate the engagement (rather than passive participation) of students and professionals in CPD. TRAMmCPD is a package that brings all these aspects of learning together. It provides a toolkit to encourage a more strategic approach to your personal and professional development. It consists of a model illustrating the requirements for evidencing successful CPD, and a set of tools to help you:

    Plan and record your activities

    Monitor and measure your progress

    Apply and disseminate your CPD.

    After an introduction to CPD and a section helping you to identify your preferred learning styles, the book follows the stages (depicted as stations) of TRAMm namely: Tell (T), Record (R), Activity (A), Monitor (M) and Measure (m). It discusses their integration and application, illustrating the core principles and their application by means of a concurrent case study. Your own learning needs will provide the main focus, enabling you to develop a full profile that will meet the requirements of CPD as the chapters progress. At the end of each chapter, there are opportunities to reflect on your learning and apply theory to practice through questions and tasks.

    Who is this book for?

    As will become evident, this book is primarily (but not exclusively) aimed at those professionals registered with the Health and Care Professions Council (HCPC) who, as part of their biennial re-registration process, must undertake and evidence CPD. HCPC do not ‘approve’ particular CPD activities or CPD schemes but encourage registrants to use whatever they find helpful and relevant to their development. HCPC also provides its own structure to help you meet their standards (HCPC 2012a).

    There are currently 330,887 people registered with the HCPC. These individuals come from 16 professional groups: arts therapists, biomedical scientists, chiropodists/podiatrists, clinical scientists, dieticians, hearing aid dispensers, occupational therapists, operating department practitioners, orthoptists, paramedics, physiotherapists, practitioner psychologists, prosthetists/orthotists, radiographers, social workers in England (see Chapter 1 for social care staff in the rest of the UK), and speech and language therapists.

    This book is designed to be accessible for all levels, from health and care students to experienced practitioners. The text may also be useful for associated support workers and other healthcare professional groups who are also required to undertake CPD, such as doctors, pharmacists, optometrists, nurses and midwives. Some aspects of the book will also be useful for professionals outside the healthcare professions, who are required to undertake and evidence CPD.

    The primary focus of this book is allied health professionals in the UK. However, some key issues presented will be relevant to other health and social care professionals or practitioners overseas. The handbook, although designed to build knowledge and skills by logical progression through each chapter, can also be utilised by accessing ad hoc chapters or sections as required.

    Authors’ note

    At the time of writing, the government has announced the closure of the College of Social Work (TCSW). It is therefore anticipated that any guidance documents currently housed by the TCSW are liable to change in the near future.

    1

    What is continuing professional development (CPD) and why do we do it?

    This chapter defines CPD and explains why it is important. It introduces the key professional requirements – particularly those of the Health and Care Professions Council (HCPC), which are discussed in depth. A brief overview of professional contacts in the UK is also presented, as well as some useful international links for anyone considering working outside, or coming to, the UK.

    The chapter concludes by examining the potential impact of CPD on a person’s personal and professional development and their practice. This will be illustrated with a case study (which will continue through all the chapters to illustrate the use of the model). There are also some tasks at the end of the chapter, to encourage you to consider the implications of the HCPC standards and professional CPD guidelines.

    What is CPD?

    The Allied Health Professions Project (2003, p. 9) defines CPD as

    ‘a range of learning activities through which health professionals maintain and develop throughout their career to ensure that they retain their capacity to practise safely, effectively and legally within their evolving scope of practice’.

    This definition has been adopted by the HCPC (2012a) for the purpose of regulation.

    CPD is an ongoing process that usually begins as soon as an individual completes their qualification for their chosen career. In the field of health and social care, it applies to practitioners, educators, managers and researchers. In forward-thinking organisations, it can also be applied to any member of staff, including support, administrative, domestic and technical staff. In most health and social care professions, students are also encouraged to commence their CPD when they begin their course of study, by using and developing a professional portfolio (see Chapter 5). This helps them develop ways of planning and structuring CPD records for their future careers and lifelong learning.

    The principles of CPD also apply to many professions outside healthcare, including teaching, surveying, engineering and the law. Each profession has its own CPD requirements, ranging from a mandatory course or minimum required CPD hours and/or CPD points to an outcome-based approach where the emphasis is on impact.

    Many practitioners do not have a strategic personal development plan and the process and practice of CPD is often misunderstood. Some may attend workshops, courses or professional conferences (whether or not the learning fits their career and learning objectives), in the belief that they are thereby meeting their CPD obligations. For most professions, CPD can cover many types of learning – both formal and informal and increasingly involving the use of social media. However, it should always be undertaken in a considered way in order to be meaningful and meet its aims.

    Why undertake CPD?

    CPD: A mandatory responsibility

    The term ‘Continuing Professional Development’ has been used for many years. However, until the introduction of clinical governance in the UK in 1998, it was not given much importance. Clinical governance was instigated in the National Health Service (NHS) in order to guide the improvement of practice (DH 1998). Scally and Donaldson (1998, p. 61) described it as ‘a system through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish’.

    Between 1990 and 1995, at the Bristol Royal Infirmary, 35 babies died unnecessarily and dozens were left brain damaged (DH 2002). The associated scandal provided the impetus for the introduction of clinical governance and the subsequent focus on CPD. In social care, cases such as those of Victoria Climbié in 2000 and Baby P in 2007 stimulated this discussion and led to the instigation of further quality assurance mechanisms. Before 1998, CPD was mostly undertaken by those who were motivated to develop themselves both personally and professionally. Those with lower aspirations could therefore hold back progress in service delivery. However, following the introduction of clinical governance, it was no longer acceptable for health professionals to refrain from further development after they had qualified. The need to continuously update knowledge and skills was elevated in status from desirable to expected (Starey 2001).

    Scally and Donaldson (1998) highlighted the importance of organisations valuing employees and their professional development, as these employees would be the future leaders of change. They considered that if people in the organisation felt valued, they would strive to make the organisation successful by delivering a high-quality service that ultimately benefited those in their care. This was based on evidence from those deemed to be successful organisations and has, more recently, been supported by Strong (2009).

    Despite changes in government and a continually changing NHS, the concept of clinical governance has remained. For this reason, the acknowledged value of CPD has continued to grow and it is now considered to be an important factor in quality improvement and a core responsibility of the health and social care professional. Today, all qualified health and social care staff are required to undertake CPD and, in many instances, it is a prerequisite for professional registration.

    In the UK, health and social care mandatory requirements and standards are set by regulatory bodies, appointed by the government, such as the HCPC, the Nursing and Midwifery Council (NMC), the General Medical Council (GMC), or country-specific Care Councils. Specific requirements depend upon the particular professional group and in some cases (such as social care) these also differ across England, Northern Ireland, Scotland and Wales. For example, in Wales social care staff (apart from occupational therapists) register with the Care Council for Wales (CCW) and also need to provide evidence of CPD every three years. In Scotland the regulatory body is the Scottish Social Services Council (SSSC), and in Northern Ireland it is the Social Care Council (NISCC). A memorandum of understanding has been agreed between the HCPC and these respective Care Councils (collectively known as ‘the Four Councils’) to ensure the regulation of social workers and the approval of social work education across the UK. Within this regulation falls the responsibility of monitoring CPD, while individual professional bodies provide guidance on how CPD can be guided, supported and ensured.

    CPD: A personal and professional responsibility

    Although the mandatory requirements described above are of central importance, they are not the only reasons for undertaking CPD. Evidence also shows that we should all see CPD as an essential part of our working lives – for both personal and professional reasons.

    Professional education programmes and codes of conduct emphasise our professional responsibility to provide the highest quality of care to service users, even in the absence of mandatory requirements. In order to do this, we must continually develop our skills, based on evidence regarding which interventions work well and which do not, or require special considerations for maximum impact. The NHS Staff Council (2009) found that staff who felt valued (through the provision of professional development opportunities) were likely to demonstrate increased levels of satisfaction and motivation and were therefore more likely to continue working for an organisation. This suggests that, when any CPD is undertaken, staff integrate their learning and skill acquisition into the organisation and help to develop high-quality care together. Another indirect, positive consequence of this is safer and more effective patient care (RCN 2007).

    There are also health benefits from undertaking CPD. Strong et al. (2003) found that supervision, one method of facilitating CPD, can help to increase job satisfaction, effectiveness and clinical reasoning, while at the same time preventing stress and burnout (see Chapter 7). In organisations such as the NHS, there is a high prevalence of staff absence due to work-related stress (HSE 2015). This suggests that individual and organisational investment in CPD can also help to reduce these potential health consequences of stress.

    This book is written for all HCPC-registered professionals. The principles may apply to anyone who is interested in formalising their professional development, particularly those from healthcare backgrounds. The next section of this chapter will outline specific documented expectations for those registered by the HCPC.

    How do you demonstrate CPD?

    For allied health professionals (AHPs), regulation is undertaken by the HCPC, who stipulate that all AHPs must demonstrate CPD. At present, 16 professions are regulated by the HCPC (HCPC 2014a). Each one has its own professional body, which provides further support for CPD and has its own HCPC ‘Standards of Proficiency’. These standards include some generic elements, which apply to all registrants, as well as some profession-specific elements. The Standards of Conduct, Performance and Ethics (HCPC 2012b) and the five Standards for CPD (HCPC 2012c) apply to all HCPC-regulated professions. The 16 professional groups and their websites are listed in Table 1.1.

    Table 1.1 AHP professional bodies and website addresses

    *In Wales social workers continue to be regulated by the Care Council for Wales. In Scotland this remains the responsibility of the Scottish Social Services Council, and in Northern Ireland it is the Northern Ireland Social Care Council. There is a memorandum of understanding between these regulators and the HCPC, and members can also register with the HCPC if they wish. For further details see: http://www.hcpc-uk.org.uk/aboutregistration/regulators/socialwork/

    The HCPC has developed a set of generic CPD standards for all allied health professions, which require registrants to record current and relevant activities and ensure learning is transferred into practice to benefit the service user (HCPC 2012c). Every time you renew your registration, you need to confirm that you continue to meet the following standards (HCPC 2012a, p. 4):

    1. Maintain a continuous, up-to-date and accurate record of your CPD activities

    2. Demonstrate that your CPD activities are a mixture of learning activities relevant to current or future practice

    3. Seek to ensure that your CPD has contributed to the quality of your practice and service delivery

    4. Seek to ensure that your CPD benefits the service user

    5. Upon request, present a written profile (which must be your own work and supported by evidence) explaining how you have met the standards for CPD.

    According to the HCPC (2012a, p. 6), this means the following:

    1. You must keep a record of your CPD, in whatever format is most convenient for you (e.g. TRAMm Tracker and Trail).

    2. You must make sure your CPD is a mixture of different kinds of activities – not just one kind of learning – and that it is relevant to your work. It could be relevant to your current role or to a planned future role or to the future direction of the organisation in which you work.

    3. You should aim for your CPD to improve the quality of your work. This may not always be achieved (due to factors beyond your control) but you should always intend your CPD activities to influence

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