Procurement and the Professional Leadership Body Advanced & Specialist Practice Project Update Ian G Simpson Advance

1. Procurement and the Professional Leadership BodyAdvanced & Specialist Practice Project UpdateIan G SimpsonAdvanced & Specialist Practice Project Team

2. What are the Objectives of Advanced and Specialist Practice (ASP) Project? • To work with profession to tie together the frameworks to support national recognition of advanced and specialist practice via agreed methods of assessment and development of practice. • Deliver nationally recognised, portable, professional designations that acknowledge personal achievement and help raise the profile of the pharmacy profession. • Appeal to pharmacists –Industrial, Academic, etc. Community pharmacy will be a key focus • Develop the new body as a body akin to a Royal College. • Help profession meet the modernising pharmacy objectives • Professional Designations to be a reason for members to join PLB and remain members

3. ASP Project Team Representation • Community Pharmacists from Scotland, England, Wales • CPPE, NES, WCPPE • Academic Pharmacy Group • Industrial Pharmacists Group • UKCPA • College of Pharmacy Practice • Guild of Healthcare Pharmacists • Primary Care Pharmacists • Consultant Pharmacists • RPSGB – Professional Development, Science & Research, Practice, Publications • Led by Dr Carol Evans, RPSGB Head of Professional Development.

4. Progress to date • 30th July 2009 • Reviewed several current governance structures • Agreed the PLB governance structure for ASP including role, remit, title, membership, funding structure & operating models. • 1st October 2009 • Agreed governance structure to go to TWG for approval andfor publication on PJ late October • Reviewed several framework approaches – CODEG, West Midlands, Yorkshire, North West, Education framework, nursing etc. • Agreed framework approach via open consultation with the reference group structured discussion in the project team • Agreed to use CODEG, general level framework (GLF) and advanced and consultant level framework (ACLF) and adapt for specialism as needed. • Discussed 3 or 4 professional designations and descriptions for ASP that will go to market research • 29th October 2009 • Reviewed TWG response to governance and agreed changes • Reviewed feedback from Reference Group • Agreed two options for professional designations to go to market research

5. Governance Structure

6. Proposed Governance Structure for Advanced and Specialist Practice (ASP) Professional Curriculum Committee (PCC) Sets criteria Ensures robust curricula meet criteria, peer group test for consistency Accredits curricula. Professional Assessment Board (PAB) Awards Professional designations Ensures Quality assurance Member Undertakes CPD, education & experience Submits portfolio of evidence Specialist Group (SG) Creates curriculum Defines evidence needed Assesses individuals Ensures criteria met Panels for each speciality

7. Role & remit of PCC • Quality assurance function • Designs, reviews and approves curriculum • Sets criteria for assessment • Ensures clinical and advanced • practice standards are met. • Ensure common, robust • standards across profession • Provides timely service • Is relevant to all sectors of pharmacy Professional Curriculum Committee (PCC) Sets criteria Ensures robust curricula meet criteria, peer group test for consistency Accredits curricula. Who should be on it? • Around 9 or 10 people • External healthcare expert in curriculum design • Representatives from: • Each country, S, E, W • Primary care, secondary care and community • Employers • Industry • Management • Academia • Specialist group (only attend when relevant specialist area being reviewed, 1 • representative only) • Others may join over time e.g. academic experienced in QA of assessment • Review of members after one year • Funding & operating model • Funded from the retention fees • Separate from specialist groups • Small, permanent team that meets every one-two months or as needed • Hosted by the PLB and chaired by a PLB member • Free membership fees for pharmacists serving on the SCC and expenses. • 2 or 3 times a year would organise a Specialist working group meeting with 1 representative from each of the specialist groups for networking, best practice sharing and process improvement etc.

8. Role & Remit of PAB • Quality assurance • Accreditation of individuals • Ensuring common, robust standards across the profession • Ensuring members meet criteria for professional designations • Awarding professional designations • Accreditation of the review process of the specialist group • Assessment and accreditation of assessors within the Specialist groups Professional Assessment Board (PAB) Awards Professional Designations Ensures Quality assurance Who should be on it? • Chairman - with governance expertise; member of thePLB • Portfolio assessor – specialist representative • HEI representative with QA experience • External representative e.g. from RCGP • Two members of the PLB (different sectors) • Lay member/ patient representative • Funding Structure • Members pay a retention fee for designation • Members pay an assessment fee • to SG, portion goes to PAB • Costs of admin services are built in • Non-PLB members serving on PAB • are paid (nominal amount) • Free membership of PLB plus expenses for • pharmacists serving on the PAB • Awards dinner to raise funds? • Assessment Process • Envisage four 4 levels of advancement of Practice. • For all levels, specialist group would do assessment of individuals based on standard procedures from PAB. • At levels three and four PAB would be involved in assessment of individuals with specialist group, but specialist group would lead and own the assessment at all levels. • PAB would own the professional designations, quality assurance and standard processes for assessment. • Specialist group would make recommendation to the PAB for the individuals to again the designations based on appropriate level of performance in the assessment. • At level 1 PAB award designations automatically provided satisfactory audit of specialist group’s assessment processes. • At level 2 PAB audit process and up to 10% of individual assessments per specialist group. PAB would • do an electronic assessment of the initial’s evidence for the designation e.g. CPD, portfolio etc. • At level 3 the PAB involved in 30-50% of assessment panels and electronic check of evidence for all individuals. • At level 4 the PAB part of assessment panel for every individual and 100% check of all evidence for the designation. • Operating Model • Small, permanent team meets as required • Chaired by PLB member & part of PLB • Appeals mechanism in place • Potential conflicts of interest • critical • Self funding via assessment and retention fees

9. Role & remit of SG • Creates curriculum • Submits the curriculum/criteria to SCC for approval • Defines individual requirements for awards for that specialism • Advises individuals on requirement • Ensure individuals have evidence required. Conducts observational assemements if needed. • Ensures the standards are met • Assesses individuals (CPD assessment & viva), makes recommendation to PAB • Hosts review panel for each specialty (review panel accredited by PAB) • What are the specialisms? • Any that meet a set of standard criteria • Clinical specialities • Community/generalist, industry, academic, management, law and ethics etc Specialist Group (SG ) Creates curriculum Defines evidence needed Assesses individuals Ensures criteria met Assessment Panels for each speciality • Criteria for a specialism? • Services a specific clinical or practice area • Specific key skills and knowledge needed to practice in the area of specialism can be clearly defined • Not be sector specific • Criteria for membership? • To be defined by the specialist group • Pharmacist members, members • of the PLB • Funding & operating model • Part of PLB or independently affiliated (separate project) • Funded by members directly or via PLB (additional fee) tbd • Operates as needed for speciality • Core functions + additional activities • Good governance • Members pay an assessment fee for their professional designations. Proportion goes to PAB. (Higher fee and higher proportion to PAB as you go up the levels)

10. Membership Categories

11. Membership Categories* • Student • Undergraduate • Associate Member (AMRPharmS) • Preregistration Students • Member (MRPharmS) • Current Members and those admitted in future • Fellow (FRPharmS) • Current Fellows and those designated in future * As proposed by Membership Project Team, agreed by RPSGB Council and reported in PJ 17th October 2009

12. Membership Designations • Work in progress • Two options for discussion

13. Option 1 • Level 1 – Registration – safe and competent to practice • Level 2 minimum 2 years post registration, could be longer • Practitioner Pharmacist • Pr - Is confident and competent to provide advice in general areas and can supervise the practice of others • Corresponds to the level of competence defined in the GLF • Level 3 minimum 4 years post registration, could be longer • Advanced Practitioner • Has moved beyond the early years phase of career • Corresponds to the ‘Foundation’ levels of competence defined in the ACLF • Level 4 minimum 8 years post registration, could be longer • Master Practitioner • Has moved beyond the consolidation phase of career • Corresponds to the ‘Excellence’ levels of competence defined in the ACLF • Level 5 11 years or more • Consultant Practitioner • SHas a high level of professional autonomy • Corresponds to the ‘Mastery’ level of competence defined in the ACLF

14. Option 2 • Level 1 – Registration – safe and competent to practice • Level 2: minimum 2 years post registration • Practitioner level • Requires evidence of performance at GLF level. • Level 3: minimum 5 years post registration • Advanced level • Demonstrating autonomous practice • Demonstrates competence at advanced level e.g. Foundation and Excellence levels of ACLF Level • Level 4: 10 yrs or more post-registration • Consultant level • Recognised as expert by peers and/or employers • Demonstrates competence at highest level e.g mastery levels of ACLF • Works at strategic level

15. Where does PDIG fit in?

16. Proposed Governance Structure for Advanced and Specialist Practice (ASP) Professional Curriculum Committee (PCC) Sets criteria Ensures robust curricula meet criteria, peer group test for consistency Accredits curricula. Member Undertake CPD, education & experience Submit portfolio of evidence Professional Assessment Board (PAB) Awards Professional designations Ensures Quality assurance Specialist Group (SG) Creates curriculum Defines evidence needed Assesses individuals Ensures criteria met Panels for each speciality PDIG Specialist Group affiliated to PLB

17. Role and remit of PDIG as a SG • Creates curriculum • Submits the curriculum/criteria to SCC for approval • Defines individual requirements for awards for the specialism • Advises individuals on requirement • Ensure individuals have evidence required. Conducts observational assessements if needed. • Ensures the standards are met • Hosts review panel and assesses individuals (CPD assessment & viva, etc) • Makes recommendation to PAB

18. Benefits for PDIG Members • Access to a relevant practitioner development programme • Access to a validated competency framework to support nationally recognised levels of practice • Professional designations which will give commissioners and employers increased confidence in practitioners abilities • Assurance that recognition of their level of practice is understood anywhere in the country, in all sectors and in different roles, as they move through their career pathway.

19. Constituent Constituent Constituent Integrated Integrated Integrated Members Members Members faculty/academy? faculty/academy? faculty/academy? Body Body Body Independent Independent Independent Partnership Partnership Partnership Members Members Members PLB PLB PLB governance governance governance Body Body Body Affiliated Affiliated Affiliated Members Members Members Body Body Body Possible Partnership Options Integration, Partnership and Affiliation

20. A partner group would retain its independent governance, but with PLB infrastructure and promotional support Membership access via PLB (all pharmacist members part of the PLB) Group funded by members joining PLB and assessment & retention fees for ASP designation Core functions defined by PLB ASP model but additional activities defined by specialist group Signposting and promotion from other areas of PLB website; input from group to PLB strategy on specialist area Partnership Partnership Partnership Members Members PLB Body Body PLB .

21. TransCom suggested an affiliative relationship for APTUK – by extension this could apply to specialist groups: Funded by members paying fees directly to specialist group No infrastructure or marketing support from PLB Core functions influenced by PLB ASP model but additional activities not integrated with other PLB support Agreement required on how assessment & retention fees for professional designations would be paid Affiliation Members PLB PLB Affiliated Affiliated Body Body Members