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GMS J Med Educ. 2017 Nov 15;34(5):Doc61. doi: 10.3205/zma001138. eCollection 2017.

Subspecialisation in Emergency Radiology: Proposal for a harmonised European curriculum.

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University Hospital, LMU Munich, Department of Radiology, Munich, Germany.
University Hospital, LMU Munich, Department of Didactics and Educational Research in Medicine, Munich, Germany.
Pineta Grande Medical Center, Department of Imaging, Castel Volturno, Italy.
Dartford & Gravesham NHS Trust, Darford, United Kingdom.
Helios Klinikum München, Department of Radiology, Munich, Germany.
Teleradiology Centre, Zurich, Switzerland.
VU Medical Centre, Amsterdam, The Netherlands.
Imperial College NHS Trust, St. Mary's Campus, London, United Kingdom.
Ospedale SS Annunziata, Chieti, Italy.
Gabinet Lekarski, Poznan, Poland.
Ege University Medical Faculty, Dept. of Radiology, Neuroradiology Section, Bornova Izmir, Turkey.
Barts Health NHS Trust, Royal London Hospital, London, United Kingdom.


in English, German

Introduction: Radiology plays a crucial role in the emergency care setting by delivering early and precise diagnoses under pressure of time, right at the beginning of patient treatment. Although there is a need for postgraduate education in emergency radiology, most of the national bodies responsible do not offer it in a uniform fashion and a general proof of qualification is missing in Europe. Therefore, the European Society of Radiology (ESR) has founded the (Sub-)Society of Emergency Radiology (ESER), prompting them to develop a European curriculum. This trend, which is currently also encouraged in many other non-radiological specialties which demand the highest professional qualifications, often lacks expertise in medical education. Goals: The goal of this article is the general description of the curricular planning process for a European postgraduate subspecialisation programme, using the example of Emergency Radiology (European Diploma in Emergency Radiology, EDER), including the utilisation of TOOLS and recommendations derived from comparable projects. Project description: The project was divided into partial steps: the timeline displayed in a GANTT chart, and tasks and responsibilities assigned in a RASCI matrix. The curriculum was iteratively developed using the KERN approach and steps were prioritised using the PARETO principle. Furthermore, the following TOOLS were used: limitations and needs assessment, SWOT analysis, formulating learning objectives and categorising them after MILLER and SCLO, and using BLOOM's taxonomy for cognitive learning objectives and operationalising them according to MAGER. Psychomotoric and affective learning objectives were assigned to CANMEDS roles, grouped by topic using CLUSTERING, and then mapped by MATRIX analysis to appropriate learning and evaluation methods. Striving for continuous improvement, the curriculum was finally embedded in curricular quality management. Results: The standardisation of the EDER access, considering the different national conditions, the minimisation of European learners' attendance phases, restricting expenses by best possible use of existing structures, respecting the requirements and retaining the support of the European umbrella society ESR, finishing the project by a specific deadline and the demands of continuous improvement were particular challenges. A curriculum with the eligibility of five years' speciality training in general radiology has evolved on schedule. The subspeciality training lasts at least one year and is divided into webinars, workshops during congresses (e.g. the annual ESR and ESER congresses) and one year practical training at the individual learner's corresponding local hospitals, which adhere to a catalogue of requirements, comparable to national educational policies. The curriculum is completed by passing a written and oral exam (diploma) and re-accreditation every five years. Conclusions: Despite complex requirements, the TOOLS utilised allowed an almost seamless, resource-minimised, professional, location-independent distributed development of a European subspeciality curriculum within one year. The definitive implementation is still due. If any deviations from the draft presented should become necessary in the future, the embedment in the curricular quality management will lead to a redirection in the right way and, furthermore, secure a continuous improvement in the best way possible.


Curriculum; Education, Medical; Emergency Medicine; Quality Improvement; Radiology

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