Facilitating your own Professional Development

1. Facilitating your own Professional Development Joseph Saseen, Pharm.D., FCCP, BCPS Professor, Clinical Pharmacy and Family Medicine University of Colorado

2. "Destiny is not a matter of chance, it is a matter of choice; it is not a thing to be waited for, it is a thing to be achieved." -- William Jennings Bryan

3. Board Certification

4. Credential  Certificate

5. TerminologyCouncil on Credentialing in Pharmacy • Certification: The voluntary process by which a nongovernmental agency or an association grants recognition to an individual who has met certain predetermined qualifications specified by that organization. This formal recognition is granted to designate to the public that this individual has attained the requisite level of knowledge, skill, and/or experience in a well-defined, often specialized, area of the total discipline. Certification usually requires initial assessment and periodic reassessments of the individual’s knowledge, skill, and/or experience. • Credential: Documented evidence of professional qualifications. For pharmacists, academic degrees, state licensure, residencies, and board certification are examples of credentials. • Credentialing: (1) The process of granting a credential (a designation that indicates qualifications in a subject or an area). (2) The process by which an organization or institution obtains, verifies, and assesses qualifications to provide patient care services. J Am Pharm Assoc 2010;50:e35–e62

6. Broad Narrow Breadth of Patient / Practice Focus Professional degree in pharmacy and license Entry-Level A B Generalist Practitioner Wide variety of patients and diseases; minor ailments to more complex conditions Focused practitioner Wide variety of diseases in a unique setting or population, or a narrow disease focus Level of Knowledge, Skills , and Experience Advanced generalist Practitioner Wide variety of patients and diseases; complex healthcare issues Advanced focused Practitioner Focused patient populations; medically complex patients, therapies, and/or technologies C D Advanced J Am Pharm Assoc 2010;50:e35–e62

7. Broad Narrow Breadth of Patient / Practice Focus Entry-Level A B Level of Knowledge, Skills , and Experience Continuing Education Activities Continuing Education Activities Certificate Training Programs PGY1 Traineeships PGY2 Continuing Education Activities Continuing Education Activities C D Advanced J Am Pharm Assoc 2010;50:e35–e62

8. Broad Narrow Breadth of Patient / Practice Focus Entry-Level A B CDM Level of Knowledge, Skills , and Experience CDE CGP BC-ADM BCPS BCPS Added Qualifica-tions BCNP BCNSP BCOP BCPP C D Advanced J Am Pharm Assoc 2010;50:e35–e62

9. Pharmacists Certifications • Pharmacist Only • Board of Pharmaceutical Specialties Certification (BCSP, BCOP, BCPP, etc.) [http://www.bpsweb.org/] • Certified Geriatric Pharmacist (CGP) [http://www.ccgp.org/] • Multidisciplinary • Certified Diabetes Educator (CDE) [http://www.diabeteseducator.org/] • Clinical Lipid Specialist (CLS) [http://www.lipidspecialist.org/]

10. BPS Certified Pharmacists http://www.bpsweb.org

11. Professional Opinions Pharmacotherapy 2006; 26(12): 1816-25.

12. Some Tangible Benefits • U.S. Nuclear Regulatory Commission: specialists may be Authorized Nuclear Pharmacists • U.S. Department of Defense: specialists may receive bonus pay • U.S. Department of Veterans Affairs: specialists may serve at a higher pay step • U.S. Public Health Service: specialists may receive bonus pay • New Mexico and North Carolina State Boards of Pharmacy: specialists may apply for specified prescribing privileges Pharmacotherapy 2006; 26(12): 1816-25.

13. Reasons to become Board Certified Reasons to not pursue Board Certification Small Group Activity:Critically Assessing Board Certification

14. “Keeping Up”

15. Skills Attitude Knowledge

16. How to Assure Continued Profession Competency • Participating in patient care • Developing self-assessment skills • Seeking peer assessment • Seeking validation from external constituents • Actively participating as a trainee and as an educator • Pursuing recertification

17. How Do you Maintain your Knowledgebase? • “Perfection is the enemy of the good” • New knowledge • New technologies • New Applications • Value of networking • Professional and collegial engagement with similar clinicians • Professional advocacy

18. Participation in Professional Societies

19. Pharmacy based ACCP ASHP APhA AACP ASCP NARD Non-Pharmacy SCCM AHA ACC NLA ADA Alphabet SOUP

20. Look at the Mission of the Organization • The ACCP exists to advance human health and quality of life by helping pharmacists expand the frontiers of their practice and research. • The mission of ASHP is to advance and support the professional practice of pharmacists in hospitals and health systems and serve as their collective voice on issues related to medication use and public health. http://www.ashp.org/s_ashp/doc1c.asp?CID=2809&DID=6302 http://www.accp.com/about/mission.aspx

21. Look at the Mission of the Organization • The Society of Critical Care Medicine is the only professional organization devoted exclusively to the advancement of multi-professional intensive care through excellence in patient care, education, research, and advocacy. • The mission of the National Lipid Association (NLA) is to enhance the practice of lipid management in clinical medicine. The National Lipid Association's goals are: 1. Professionalism, 2. Public Service, 3. Multidisciplinary Approach, 4. Continuous Growth and Development, 5. Business Ethics, 6. Cooperation http://www.sccm.org/AboutSCCM/Pages/default.aspx http://www.lipid.org/display.php?n=11

22. State/Local Opportunities for involvement may be more readily available Issues are sometimes closer to your immediate needs Large perceived value from an health-system based employer National Fewer opportunities and more difficulties to engage for newer clinicians Influence in the profession from a more global perspective Large perceived value from an academic employer Different Professional Societies

23. Role of Research and Scholarship in Establishing Yourself as an Expert Clinician

24. Scholarly Activity in Pharmacy Practice Science/Information pertinent to our discipline (Clinical, Education, etc.) • Identification/Discovery • Evaluation • Summarization • Dissemination

25. Participation in Scholarly Activities Focus may change or diverge • Peer-reviewed summaries • Book Chapters • Non-peer reviewed summaries • Clinical research projects • Educational projects

26. Self Promotion • Case scenario: • You are 2 years into your career as a clinical pharmacist. You were the first clinical pharmacist in your setting and your activities are viewed as “novel”. • The first year you established your clinical practice. Over the past year, you continued your service and have systematically evaluated your clinical efforts. You summarize data on 300 of your patients, and demonstrate that your clinical interventions have improved use of drug therapy, improved clinical markers of disease control, saved health care dollars, and have positive patient satisfaction. • You present your data at a national meeting as an abstract and get excellent feedback.

27. Self Promotion • Brainstorm to identify effective strategies to disseminate your findings at your institution to promote yourself as an expert…

28. How to identify and benefit from mentors

29. What Makes an Excellent Mentor?

30. Qualities of An Excellent Mentor • Willingness to share skills, knowledge, and expertise • Demonstrates a positive attitude and acts as a role model • Takes a personal interest in the mentoring relationship • Exhibits enthusiasm in the field • Values ongoing learning and growth in the field

31. Qualities of An Excellent Mentor • Provides guidance and constructive feedback • Respected by colleagues and employees in all levels of the organization • Sets and meets ongoing personal and professional goals • Values the opinions and initiatives of others • Motivates others by setting a good example

32. 360º MentoringHarvard Management Update, March 2008 by Elizabeth Collins • The ideal mentor is a network of mentors – from all levels of your organization • Get the most out of mentoring by: • Defining your goals and expectations • Making mentoring relationships reciprocal • Fostering a learning culture http://www.exed.hbs.edu/assets/360mentoring.pdf

33. 360º MentoringHarvard Management Update, March 2008 by Elizabeth Collins • Fostering a mentoring friendly culture: • Recognize members of your group who successfully mentored their colleagues in your group or in the larger organization • Include mentoring achievements, for the mentor and the protégé, in performance evaluations • Understand that you can learn much value from those you lead http://www.exed.hbs.edu/assets/360mentoring.pdf

34. Open Protégé is clearly the Leader, focal point and the driving force of the mentoring relationship.  Protégé often cultivates several potential individuals as available mentoring resources. Closed Mentoring as a rigid one-to-one relationship between an identified Mentor and Protégé. Mentor is assumed as the principal focal point and the Protégé as a subservient and somewhat passive individual in need of help. Mentoring Systems http://www.uif.org/OpenSystemMentoring.asp

35. “I cannot advocate for, and support you, morethan you are willing and able to advocate for, and support yourself”