Facilitating your own Professional Development

Joseph Saseen, Pharm.D., FCCP, BCPS

Professor, Clinical Pharmacy and Family Medicine

University of Colorado

"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

Board Certification

Credential Certificate

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

Breadth of Patient / Practice FocusLevel of K

nowledge, S

kills , and E

xperience

Narrow

Entry-Level

Advanced

Bro

adProfessional degree in pharmacy

and licenseGeneralist

PractitionerWide variety of

patients and diseases; minor ailments

to more complex conditions

Focused practitionerWide variety of diseases in a unique setting or population, or a narrow disease focus

Advanced generalist

PractitionerWide variety of

patients and diseases; complex healthcare

issues

Advanced focused PractitionerFocused patient populations; medically complex patients, therapies, and/or technologies

A B

DCJ Am Pharm Assoc 2010;50:e35–e62

Breadth of Patient / Practice FocusLevel of K

nowledge, S

kills , and E

xperience

Narrow

Entry-Level

Advanced

Bro

ad

Continuing Education Activities

Continuing Education Activities

Continuing Education Activities

Continuing Education Activities

Certificate Training

ProgramsPGY1

PGY2

Traineeships

A B

DCJ Am Pharm Assoc 2010;50:e35–e62

Breadth of Patient / Practice FocusLevel of K

nowledge, S

kills , and E

xperience

Narrow

Entry-Level

Advanced

Bro

ad

CDM

CDE

BC-ADMCGP

BCPS BCNPBCNSPBCOPBCPP

BCPS Added

Qualifica-tions

A B

DCJ Am Pharm Assoc 2010;50:e35–e62

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/]

http://www.bpsweb.org

BPS Certified Pharmacists

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

Professional Opinions

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

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

Small Group Activity:Critically Assessing Board Certification Reasons to become Board Certified

Reasons to not pursue Board Certification

“Keeping Up”

Knowledge

Skills Attitude

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

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

Participation in Professional Societies

Alphabet SOUP

Pharmacy based ACCP ASHP APhA AACP ASCP NARD

Non-Pharmacy SCCM AHA ACC NLA ADA

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=6302http://www.accp.com/about/mission.aspx

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.aspxhttp://www.lipid.org/display.php?n=11

Different Professional SocietiesState/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

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

Scholarly Activity in Pharmacy Practice

Science/Information pertinent to our discipline (Clinical, Education, etc.)

Identification/Discovery Evaluation Summarization Dissemination

Participation in Scholarly Activities

Focus may change or diverge Peer-reviewed summaries Book Chapters Non-peer reviewed summaries Clinical research projects Educational projects

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.

Self Promotion

Brainstorm to identify effective strategies to disseminate your findings at your institution to promote yourself as an expert…

How to identify and benefit from mentors

What Makes an Excellent Mentor?

Qualities of An Excellent Mentor1. Willingness to share skills, knowledge, and

expertise

2. Demonstrates a positive attitude and acts as a role model

3. Takes a personal interest in the mentoring relationship

4. Exhibits enthusiasm in the field

5. Values ongoing learning and growth in the field

Qualities of An Excellent Mentor6. Provides guidance and constructive

feedback7. Respected by colleagues and employees in

all levels of the organization8. Sets and meets ongoing personal and

professional goals9. Values the opinions and initiatives of others10. Motivates others by setting a good example

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

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

Mentoring Systems

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.

http://www.uif.org/OpenSystemMentoring.asp

“I cannot advocate for,

and support you, more

than you are willing and able to

advocate for, and support

yourself”