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Note: Throughout this document “local” is intended to mean districts, faculties, regions and any future structures below national level that the College develops.

Professional Standards (Director of Professional Development & Standards) This section is about maintaining current quality standards and developing the methods and frameworks to ensure that the future standards of the College lead the profession and practice. As with the Professional Development section this is about academic rigour and is at the heart of the College's purpose. Strategic Objectives 1. To lead the development and implementation of professional standards for GPs in the UK

2.

To develop the College’s role in standard setting for GPs entering clinical practice in the UK.

October 2008

Task

Timescale Continuing

1.

By reviewing criteria, standards and evidence regularly and updating systematically, taking into account major sets of national standards

2.

By continuing to promote a suite of quality programmes which will enable GPs and practices to demonstrate high quality and safe patient care and to support revalidation, the GP contract and the requirements of clinical governance.

Continuing

3.

By identifying new areas where quality standards are required and developing quality standards for primary care organisations and services for patients in collaboration with other stakeholders.

Continuing

4.

By setting standards for specific areas of training, in partnership with other bodies where appropriate.

October 2008 and continuing

5.

By leading on the standards and processes for GP revalidation and developing the College capacity to deliver this.

December 2009

6.

By identifying and developing a range of innovative initiatives in quality and to enhance primary care and promoting them within General Practice.

April 08

7.

By developing and implementing a system of quality assurance for continuing professional development (CPD).

October 2008

1.

By maintaining and developing appropriate standards for assessing GPs for practice and membership including development of a more flexible structure for GPs who are not eligible for the nMRCGP.

Continuing

2.

By ensuring the College’s future assessment processes for clinical practice and membership are fit for purpose and meet the requirements of the PMETB.

June 2008

3.

By establishing a process for reviewing applications for specialist registration and advising PMETB on the standards for this.

Continuing

1


4.

By continuing to develop and integrate RCGP policy on selection, assessment and certification of GPs.

Continuing

3.

To develop and influence education policies with respect to General Practice

1.

By developing policy in respect of education in primary care, communicating it to stakeholders and influencing them to implement it.

Continuing

4.

To develop the College’s specialist training policy and standards

1.

By implementing, reviewing and updating the curriculum for specialist training.

October 2008 and continuing

2.

By developing quality assurance processes/systems compatible with those required by the PMETB.

5.

To involve patients, public and lay people in all aspects of College Policy in professional standards

6. To promote MRCGP International

June 2008 and continuing

1.

By agreeing, implementing and maintaining a policy to involve patients, public and lay people at all levels across the UK.

Continuing

2.

By developing the role of patients, public and lay people in College work, providing them with appropriate support and training, and establishing an integrated approach across the whole College.

Continuing

1.

By undertaking quality assurance visits to existing MRCGP International sites.

Continuing Con

October 2008

2.

By preparing for accreditation and providing continuing support for the development of other sites.

Continuing

3.

By developing and implementing a strategy for expanding MRCGP International and reviewing the business planning process.

Continuing

2


Professional Development (Director of Professional Development & Standards) This section is about maintaining the academic rigour of General Practice by ensuring that members and General Practitioners have access to the highest standards of professional development opportunities both in the UK and overseas. Together with the section on Professional Standards, it delivers the main aspects of the core purpose of the College. Strategic Objectives 1. To support the professional development of GPs throughout their careers

2. To ensure GPs have access to timely, evidence-based guidance on clinical

October 2008

Task

1.

Timescale September 2008 – September 2009

1.

By developing and implementing a formal CPD scheme for GPs with appropriate governance arrangements (including patient, public and lay representation) to enable the College to become the lead organisation for GP professional development.

2.

By linking with other organisations to identify GP development needs to enable effective targeting of CPD.

Continuing

3.

By designing and delivering a programme of blended learning, including clinical and wider professional issues and with both uni- and multi-professional learning opportunities

Continuing

4.

By co-ordinating and integrating the provision of CPD with other educational programmes across the UK and overseas, to enable all members to have access to the best provision.

Continuing

5.

By supporting all members to become fellows through a unified route to Fellowship.

Continuing

6.

By providing College members with opportunities for international work and study.

Continuing

7.

By developing and piloting a programme of assessment for the award of Fellowship for overseas and international members.

December 2008

8.

By providing a resource for the development of the specialty of family medicine internationally.

Continuing

By establishing the Clinical Innovation and Research Centre (CIRC) at the forefront of clinical initiatives and innovation by providing our members with

June 2009 and continuing

3


clinical updates through appropriate media.

practice 2.

By developing standards and clinical support systems for GPs with Special Interests.

June 2008 and continuing

3.

By maintaining and developing the National Collaborating Centre for primary care (NCC-PC) and by supporting the work of similar organisations within the devolved countries.

Continuing

4.

By working with other organisations to support members in implementing best clinical practice in primary care.

Continuing

3. To ensure effective communication of research relevant to primary care

1. 2.

By maintaining the College’s role as a publisher of academic research. By communicating specific information to targeted individuals.

Continuing Continuing

4. To facilitate and promote the development of an effective infrastructure for research in primary care

1.

By establishing the CIRC at the forefront of research in Primary Care.

Continuing

2.

By supporting a research infrastructure in general practice and working in partnership with key stakeholders.

Continuing

3.

By building on the College’s success in supporting research activity to attain firmer partnerships with active research providers.

Continuing

4.

By ensuring that College work is informed by research skills and perspectives wherever appropriate.

Continuing

October 2008

4


Promotion of the Profession (Director of Policy & Communications) This series of objectives have been specifically developed to promote and protect the generalist role within the UK and worldwide. They are primarily about ensuring that the College communicates in such a way as to influence the larger agenda relating to patient care. Strategic Objectives 1. To promote general practice as a career, including all clinical, managerial, educational and research interests

2.

3.

To promote public understanding of the role of GPs

To achieve recognition among the public of the College’s entry standards for GPs in the UK

October 2008

Task

Timescale Continuing

1.

By implementing a strategy for promoting careers in medicine and general practice.

2.

By continuing to improve links with universities and medical schools.

Continuing

3.

By continuing to improve links with deaneries, the National Recruitment Office for GP Training and others.

Continuing

4.

By developing the student forum to inform medical students about, and be involved in, general practice and the College.

Continuing

5.

By providing career advice and facilitating access to career management skills throughout members’ careers.

Continuing

1.

By producing and disseminating guidance to patients.

Continuing

2.

By promoting a strong sense of the values and culture of the College by working with patient groups and voluntary organisations to continue to improve communication to the public through the patients’ area of the websites.

Continuing

3.

By understanding and linking with patient organisations, voluntary organisations and wider networks, to engage patients at a local level.

Continuing

4.

By publicising more effectively the involvement of patients and the public within the College.

Continuing

5.

By working with the media to raise the profile of the College and General Practice issues with the public.

Continuing

1.

By developing, implementing and reviewing ways of promoting public understanding relating to the nMRCGP.

Continuing

5


4. To promote the College’s initiatives to members and external audiences

5. To develop and influence policy affecting general practice, the generalist role and GPs both in the UK and overseas.

1.

By using new and existing channels to disseminate user friendly information on College initiatives.

Continuing

2.

By consulting and informing stakeholders on College initiatives.

Continuing

1.

By publishing and publicising policy reports and statements.

Continuing

2.

By maintaining and updating regularly a database of contacts.

Continuing

3.

By continuing to strengthen effective relationships with Government Ministers, senior Civil Servants and non departmental public bodies in all four UK Countries.

Continuing

4.

By developing effective relationships with the relevant Health Committees and individual members in the four* UK Parliaments/Assemblies.

Continuing

5.

By continuing to nurture good relationships with:

Continuing

-

October 2008

GP Committee (of the British Medical Association); Other Royal Colleges; Other bodies representing primary care; International bodies.

6. By communicating College policy on relevant issues to Government, Parliaments and Assemblies, and by monitoring Parliamentary and EU activity.

Continuing

7. By encouraging interaction by the College at local level with health care and other relevant organisations.

Continuing

8. By implementing a strategy for recruiting, training and supporting spokespeople for the College, across the UK.

Continuing

9.

Continuing

By considering the ethical dimension of all relevant issues.

6


Individual Support (Director of Membership & Development) These objectives focus on the need to provide clear and tangible benefits to all members both in the UK and overseas, as individuals. While providing direct support to members in the form of easily accessible information forms a key component of this section, other benefits to support the work of General Practitioners are being developed as the need becomes clear or circumstances change. Strategic Objectives 1. To implement a strategy to promote the benefits of membership in order to recruit and retain members.

2.

To develop opportunities for networking, mentoring and peer support

Task By identifying the support members and potential members need and want at different points in their career, and by developing and promoting appropriate resources.

2.

By continuing to learn from other professional organisations and agreeing what is appropriate for members of our College.

Continuing

3.

By working across the College to develop and promote the benefits of membership, in a way that supports each type of member.

Continuing

4.

By developing and implementing appropriate categories of membership to support different stages of members’ careers.

Continuing

1.

By developing the annual conference to provide opportunities for networking and learning.

October 2008 and continuing

2.

By encouraging local College structures to provide opportunities for networking and peer support across the UK.

Continuing

By reviewing use of the web to enable discussion among members and to engage with members sharing common interests (special interest groups).

December 2008

By developing a national coaching and mentoring scheme, and implementing it at national and local level.

March 2009

3.

4.

October 2008

Timescale December 2007 and Continuing

1.

7


3. To ensure effective communication to members of matters affecting general practice and the College

1.

By continuing to develop mechanisms for communicating matters about general practice and the College.

Continuing

2.

By continuing to develop the E bulletin both on general and specific topics for UK and overseas members.

Continuing

3.

By continuing to develop web based consultation on relevant issues.

Continuing

4.

By using the local structures more effectively to disseminate College policy to members particularly by linking it to local conditions and examples.

March 2009 and continuing

5.

By building on the potential for local College structures as a means of engaging members in College developments, policy and information.

Continuing

6.

By developing opportunities to provide members with easy access to information about general practice and the College.

January 2008

4.

To become the portal for members worldwide

1.

By facilitating and supporting communication about College activities and support.

Continuing

5.

To strengthen the member focus of the College

1.

By developing and implementing opportunities to engage and respond to members at different levels across the UK.

Continuing

2.

By developing strong links with trainers to provide support and opportunities to them as members of the College.

June 2008 and continuing

3.

By developing strong links with Associates in Training and retired members.

1.

By ensuring opportunities exist for members to develop leadership skills.

Continuing

2.

By providing opportunities for members to develop individual areas of interest.

Continuing

3.

By providing support for members to demonstrate their fitness to practise.

December 2009 and continuing

June 2008 and continuing

6.

To enable individual members to fulfil their potential

October 2008

8


Internal Structures and Corporate Governance (Chief Executive) There have been considerable changes in the external political context, with devolution and changes to the structure of the NHS. At the same time the College itself has become more business focused in order to thrive in a climate where financial challenges are the norm. This section is aimed at ensuring that the College is well structured and manages its decision making processes in the most effective way to meet these changes and challenges. Strategic Objectives 1. To achieve effective decision making while ensuring that the membership is appropriately represented

2.

To ensure that decisions are made and implemented at the appropriate level within the College

October 2008

Task

Timescale November 2009

1.

By reviewing the existing structures, roles and responsibilities of the College at all levels and beginning to implement any changes agreed.

2.

By undertaking an annual review of the effectiveness of Council and devolved Councils.

November 2009 and continuing

3.

By ensuring that the roles and responsibilities of trustees are understood and implemented.

Continuing

4.

By ensuring that the remit and appointment, terms of office and responsibilities of committees across the College are clearly understood and implemented.

Continuing

5.

By introducing annual appraisals for members of the Council Executive Committee

November 2008

1.

By agreeing which matters are best dealt with at UK level and which should be devolved to country or local level.

Ongoing

2.

By reviewing communications between UK level and devolved country and local levels.

March 2008

9


Resources The objectives in this section will ensure that the College maintains a strong financial position and that the resources, including staff are developed and supported to ensure that the strategic plan can be achieved in a sustainable way.

Strategic Objectives 1. To ensure the College’s sound financial basis a. Income and business planning

Task

Timescale

1.

By increasing the membership in line with agreed annual targets.

August 2008

2.

By taking steps to optimise membership income through increasing the recruitment and retention of members.

Continuing

3.

By reviewing and implementing a revised membership fee structure.

December 2007

4.

By ensuring that an agreed strategy for sponsorship and fundraising across the UK is being implemented and continually monitored.

December 2007 and continuing

5.

By reviewing the financial processes of the College.

Continuing - annual

6.

By undertaking a rolling review of administration systems and structures at all levels, including ensuring value for money, risk management and opportunities for quality improvement.

Continuing

1.

By recruiting, high calibre employees who have the potential to develop and deliver in line with the needs and aspired values of the College.

Continuing

2.

By developing HR policies and processes that encourage and support employees who take personal responsibility, decisive action and considered risks.

Continuing

2. Human Resources To develop and maintain a talented and highly motivated workforce to meet the existing and future needs of the College

October 2008

Continuing

10


3.

4.

By achieving and maintaining employee turnover of no more than 15% per annum By providing appropriate training and development interventions at organisation and individual level to ensure that employees and teams understand, and can fulfil, the requirements of their roles.

Continuing

Dec 08 Continuing

5.

3. Financial Assets To provide accommodation fit for purpose

4. Information Management and Technology a. To improve College wide business processes b. To ensure effective management of corporate data in line with legislation and best practice

By developing and communicating the desired values and culture of the College and ensuring that all employees are assessed, developed and rewarded in line with these values.

Continuing

6.

By designing and implementing reward systems that are flexible, marketrelated and reflect the culture of the College.

7.

By facilitating a safe and healthy working environment for all college staff.

1.

By ensuring that current office accommodation is effectively utilised and fit for purpose.

Continuing

2.

By implementing the long-term accommodation strategy of the College.

April 2009

1.

By assessing and implementing prioritised initiatives from the e project board

Continuing

1.

By regular reviews of data protection, policies, procedures and compliance and awareness of potential implications of the Freedom of Information Act.

Continuing

2.

By training and supporting staff.

3.

By ensuring appropriate policies, procedures and infrastructure are in place to provide effective storage, management and access to data, with minimum risk.

Continuing

October 2008

Continuing

11


5. Risk management a. To ensure effective risk management processes across all College activities

October 2008

1.

By ensuring an effective system for risk management and risk assessment is being implemented and continually reviewed across the College, and communicated to the trustees.

Continuing

2.

By ensuring all staff understand their responsibilities for health and safety.

Continuing

3.

By ensuring an appropriate level of risk assessment process underpins relevant decision-making processes.

Continuing

4.

By regularly reviewing a business continuity plan for the College to manage risk in the event of a major incident.

Continuing

5.

By ensuring that there is an effective system for learning from significant events.

Continuing

12


http://cms.rcgp.org.uk/staging/PDF/Strategic_plan_Oct2008