ESTRO 2023 - Abstract Book

S2068

Digital Posters

ESTRO 2023

volume of clinical scenarios so that they had the same experience as staff training at NCCC, and have to come back multiple times for additional training in order to be deemed competent

This was quite time consuming and cumbersome with staff having to travel long distances or stay away from home for a week at a time. Subsequent Covid restrictions provided the initiative to find a new approach. This involved a combination of shorter visits to NCCC coupled with case study discussions and presentations utilising Teams and remote learning. This has been so successful it has been continued for more complex sites such as Lung SABR training.

In addition to the above, Teams attendance at the MDT and outlining sessions, along with on-site group abdominal compression training sessions and support for the 1st patients treated were provided.

Results Results:

Using our hybrid training method we have rolled training out to 14 radiographers in multiple treatment sites. This means we can have a number of staff in training at any one time as they don’t have to travel to Newcastle and spend long periods of time in the department. As a consequence the training has been speeded up considerably We have been able to train five treatment radiographers in anticipation of the first SABR patient within a three month period.

Conclusion Conclusion:

This collaborative approach has enabled the successful implementation of IGRT to all treatment sites and also Lung SABR in Cumbria meaning patients can access this treatment locally and no longer have to travel to Newcastle. Given the deficit in IGRT training for newly qualified radiographers coming out of Higher Education institutions, this methodology is now being used to train all staff across both sites and has been successfully pioneered for all to adopt.

PO-2300 Integrating a digital framework meeting expectations required across competence and training.

K. Farnan 1 , D. Parr 2 , Z. Monteith 2

1 NHS Tayside, Radiotherapy Dept, Level 2, Ninewells, Dundee, United Kingdom; 2 NHS Tayside, Radiotherapy Dept, Level 2, Ninewells Hospital, Dundee, United Kingdom Purpose or Objective In 2020 as a department there was a transition to digital training packages and records of competence eliminating paper records. It became evident there was inconsistency in the different areas of the department in how training was provided and documented. The purpose of this project was to ensure a consistent digital framework for training and competence. With COVID came additional considerations and opportunities. It was important to have a form of training that could be done with minimal face to face interaction. While the main objectives were to have a consistent standardised framework, it was also part of the project to see if having resources for training that were not reliant on individuals time to deliver would mean a quicker throughput of staff achieving the training or competency. Materials and Methods Bloom’s1 taxonomy was utilised alongside Miller’s2 framework to identify the components to be covered and build up the learning objectives for the different areas. A mixed method of training resources was included which covered both self- directed and taught elements. The training materials was accessible as written material, verbal material, in a one-to-one training session, training cases for practice and the creation of recorded training videos. The training videos were created in real time to show the process as a whole. Competency cases created in local training databases providing a safe environment in which the trainee can learn without the additional element of working within the live system and the pressure of time restraints is somewhat less. A gold standard was created to indicate what trainers would provide during the training, for example, dedicated time would be given for one-to-one feedback utilising a peer review form for record of feedback. To test the process, feedback was sought by management oversight of the process as a whole. Progress was also tracked through a digital matrix to monitor the effect.

Results

Table 1 demonstrates an overview of numbers of rotational staff members who undertook and completed competence in 3 areas within the department. The timeframe is split into 2019-2020; the pre-amended framework approach and 2021-2022; when the new consistent approach was implemented.

Conclusion