professional development for pharmacists in medicines ... · whilst this document can be used...

UKMi Education and Training Working Group Version 1.0 November 2016

Professional Development for Pharmacists in Medicines Information

This document is designed to support specialist pharmacists in their post-foundation and more advanced professional development. It relates to the RPS Advanced Pharmacy Framework and gives examples of where a wide range of specialised and advanced MI tasks and skills map to the framework. Whilst this document can be used specifically for the development of a personal portfolio of evidence in preparation for Faculty submission, it can also be used to guide individuals seeking to explore opportunities for professional development in the workplace. This evidence mapping table only includes examples of activities which are typically part of the role and expertise of an MI pharmacist. To give a broader range of evidence, refer to material supporting advanced practice in other specific areas of your practice. (eg clinical role, education and training, management). One piece of evidence may meet a range of competencies within one cluster, or across more than one cluster. You may find the following sources useful in identifying where you meet the competency framework.

Curriculum Vitae (CV)

Performance Development Review (PDR)

MIDatabank (MIDB) enquiry records and reports

Key Performance Indicators (KPIs)

External audit report and action plan

Quality assurance (QA) and peer review of enquiries

Investigation of errors or near misses

Membership of committees/working groups – agendas and minutes of meetings

Email trails

Written work either local or for wider distribution or publication

Teaching sessions/tutorials delivered

Records of supervision/appraisal/giving feedback to juniors

Training programmes for rotational staff

Any type of project work

CPD records

As this is a professional development framework, as you start mapping the evidence of your advanced practice to the framework it will enable you to identify any gaps in your experience/evidence, which can be used as the basis/focus of your professional development plan over the coming months and years. The examples given under each descriptor are only suggestions, which are intended as a guide. They should not be seen as essential (in fact you may demonstrate the competency level descriptors in other ways), but may help you to identify areas for future development to include in your next PDR.

http://www.rpharms.com/faculty-resources/advanced-pharmacy-framework.asp

http://www.rpharms.com/faculty-resources/advanced-pharmacy-framework.asp


1) Expert Professional Practice Competency Developmental Descriptors

Advanced Stage I Advanced Stage II Mastery

1.1) Expert Skills and Knowledge.

Suggested knowledge, skills, experience or behaviours

Demonstrates general pharmaceutical skills and knowledge in core areas. In addition, for patient focussed roles: Is able to plan, manage, monitor, advise and review general pharmaceutical care programmes for patients in core areas.

Demonstrates in-depth pharmaceutical skills and knowledge in defined area(s). In addition, for patient focussed roles: Is able to plan, manage, monitor, advise and review in-depth/complex pharmaceutical care programmes for patients in defined area(s).

Advances the knowledge base in defined area(s). In addition, for patient focussed roles: Advances in-depth/complex pharmaceutical care programmes for patients.

Research and response to enquiries regarding individual patients or management of groups of patients.

Contribution to local guidelines

Develops treatment recommendations for individual patients or defined groups of patients where evidence is conflicting or inconclusive (including unlicensed or off-label use) within a defined area of practice in the organisation.

Research and response to enquiries regarding patients or groups of patients with complex needs

Authorship of Medicines Q&A

Producing local guidelines Develops treatment

recommendations/guidelines for individual patients and groups of patients where evidence is conflicting or inconclusive (including unlicensed or off-label use) at an organisation level.

Authorship of text book or a published review article.

Contribution to development and/or writing of national guidelines

Develops treatment recommendations/guidelines for individual patients and groups of patients where evidence is conflicting or inconclusive (including unlicensed or off-label use) at a regional or national level.

1.2) Delivery of Professional Expertise


Demonstrates accountability for delivering professional expertise and direct service provision as an individual.

Demonstrates accountability for the delivery of professional services and expertise via a team or directly to groups of patients/clients/users.

Demonstrates accountability for the delivery of professional expertise at a defined higher level. May include providing expertise and service delivery nationally or at a strategic level.

MI pharmacist working at an advanced level – evidence eg. complex enquiries, MIDB reports.

Authorship of memos /bulletins/newsletters for

Manager of an MI service – evidence e.g. from KPIs/MIDB reports/PDR/Audit report/service user feedback.

Production of newsletters/ bulletins for Trust

Director of MI services regionally or nationally. evidence e.g. from KPIs/reports/PDR/Audit report/service user feedback.

Responsible for delivery of outputs meeting wider service

UKMi Education and Training Working Group Version 1.0 November 2016 department Production/editorial comment of

Patient information leaflets

user needs. Eg SPS/UKMI website content. Workstreams for DoH or NHSE

Member of national or strategic committee, board or working group with evidence of personal contribution.

1.3) Reasoning and judgement Including

Analytical skills

Judgemental skills

Interpretational skills

Option appraisal


Demonstrates ability to use skills in a range of routine situations requiring analysis or comparison of a range of options. Recognises priorities when problem-solving and identifies deviations from the normal pattern.

Demonstrates ability to use skills to make decisions in complex situations where there are several factors that require analysis, interpretation and comparison. Demonstrates an ability to see situation holistically.

Demonstrates ability to use skills to manage difficult and dynamic situations Demonstrates ability to make decisions in the absence of evidence or data or when there is conflicting evidence or data.

Researching and responding to complex enquiries

Evidence review for local DTC or Prescribing Committee

Evidence review for local DTC or Prescribing Committee where evidence is limited or conflicting

Authorship of evidence summary to inform local guideline, policy or service provision

Contributing member of an Ethics/Research Committee

Authorship of evidence summary for wider dissemination- where evidence is conflicting or lacking

1.4) Professional Autonomy


Is able to follow legal, ethical, professional and organisational policies/procedures and codes of conduct.

Is able to take action based on own interpretation of broad professional policies/procedures where necessary.

Is able to interpret relevant policy and strategy, in order to establish goals and standards for others within the defined area(s).

Management of legal and/or ethical issues faced during service delivery eg potential breach of confidentiality.

Identifying practice which is outside of policies/procedures or codes of conduct and contributing to resolution.

Responsible for service provision that is operating within policies/procedures or codes of conduct. Evidence from audit reports, writing of SOPs, critical incident report.

Conducting an external audit of an MI service Action plan - responding to audit report

Contributing member of regional or national committee, board or working group which produces practice guidance, policies and procedures

Contributing member of an Ethics/Research Committee


2) Collaborative Working Relationships Competency Developmental Descriptors


2.1 ) Communication Including ability to:

Persuade

Motivate

Negotiate

Empathise

Provide reassurance

Listen

Influence And

Networking Skills

Presentation Skills


Demonstrates use of appropriate communication to gain co-operation of relevant stakeholders (including patients, senior and peer colleagues, and other professionals where possible). Demonstrates ability to communicate where the content of the discussion is explicitly defined.

Demonstrates use of appropriately selected communication skills to co-operation of small groups of relevant stakeholders within the organisation. Demonstrates ability to communicate where the content of the discussion is based on professional option.

Demonstrates ability to present complex, sensitive or contentious information to large groups of relevant stakeholders. Demonstrates ability to communicate in a hostile, antagonistic or highly emotive atmosphere.

Member of local committee eg. Pharmacy safety committee

Consultation for a change in procedure or team configuration

Contribution to an output from a MDT. Eg development of a PIL or a guideline

Presenting your work/ ideas to a team

Member of a Trust or local committee – eg DTC or Area Prescribing Group.

Consultation for a change in service across boundaries

Responsible for an output from a MDT (eg developing a PIL or a guideline)

Presenting your work/ ideas to a Trust committee or a wider audience

Member of a national committee board or working group where there is the need for wide consultation on strategy or contentious issues

Team leading where problems in service delivery or the functioning of the team have been identified with evidence of turning the situation around to achieve a shared goal

2.2) Teamwork and Consultation


Demonstrates ability to work as a member of a team. Recognises personal limitations and refers to more appropriate colleague(s) when necessary.

Demonstrates ability to work as an acknowledged member of multidisciplinary team. Consulted within the organisation for advice which requires in-depth professional expertise.

Works across boundaries to build relationships and share information, plans and resources. Sought as an opinion leader both within the organisation and in the external environment.

MI input into a team or committee eg Clinical Pharmacy team, Pharmacy safety Committee

Escalation of a problem to a senior colleague

Seeking ‘expert opinion’ as part

Active member of DTC / APC.

Member of Editioral committee for Trust Patient Information outputs

Contribution to guidelines written by a MDT

Advice sought on research &

Member of a national committee, board or working group where there is the need for wide consultation on strategy

Consultancy work – input to regional/national workstreams

Invited to present at a high level

UKMi Education and Training Working Group Version 1.0 November 2016 of research for an enquiry response to complex enquiries

by senior colleagues within the organisation

within an organisation or at a national seminar or conference

Leads on projects outside the organisation (regionally or nationally)


3) Leadership Competency Developmental Descriptors


3.1) Strategic Context


Demonstrates understanding of the needs of stakeholders. Practice reflects relevant local and national policy.

Demonstrates ability to incorporate relevant national policy to influence local strategy.

Demonstrates active participation in creating relevant national policies.

Regular review of feedback from service users and response to issues identified

Contributes to action plan following external audit

Implementation/audit of NICE guidelines at department level

Implementation/audit of NICE guidelines at Trust level

Implementation or audit of the actions for a national patient safety alert

Leads on local implementation of national policies/strategies (e.g. UKMi, RPS, NICE)

Contributing member of a national committee, board or working group which produces practice guidance, policies and procedures

Member of consultant panel for national guidelines or safety alerts or RPS

3.2) Governance


Demonstrates understanding of the pharmacy role in governance. Implement this appropriately within the work place.

Influences the governance agenda for the team and /or service.

Shapes and contributes to the governance agenda at higher level.

Contributes to work which supports adherence to local formulary, Medicines Policy, the work of DTC, safety committees etc.

Evidence reviews or maintaining records for unlicensed use of a medicines

Participates in audit of pharmacy services or medicines use

Contributes to incident reporting and investigation in Medicines Information

Active member of a CG committee eg DTC, Formulary committee, safety committee

Responsible for work streams which support development of local formulary, Medicines Policy safety initiatives etc.

Initiates changes in local strategy/policy to address areas of risk identified in MI

Contributing member of a national committee, board or working group which produces guidelines, policies and/or procedures relating to governace

Contribution to the patient safety agenda on a regional or national level

3.3) Vision


Demonstrates understanding of, and contributes to the workplace vision.

Creates vision of future and translates this into clear directions for others.

Convinces others to share the vision at a higher level.

Contributes to consultation for a service development or

Initiates, chairs or actively contributes to consultation for a

Initiates, chairs or actively contributes to consultation for a


reconfiguration

Engagement and contribution to regional/national UKMI network

service development or reconfiguration e.g a merger or realignment of MI services

national strategy (eg SPS review, patient safety, RPS standards) or regional cross-sector strategy

3.4 Innovation


Demonstrates ability to improve quality within limitations of service.

Recognises and implements innovation from the external environment.

Takes the lead to ensure innovation produces demonstrable improvement.

Implement a change in practice to improve quality of service. Eg. following feedback from user satisfaction survey or responding to an incident report

Implement the use of new IT software (MIDB / ePMA/ electronic formulary)

Leads on the development and implementation of a new service or resource including measures to obtain user feedback. (eg a new database/website/setting up a patient helpline)

3.5) Service Development


Reviews last year’s progress and develops clear plans to achieve results within priorities set by others.

Develops clear understating of priorities and formulates practical short-term plan in line with workplace strategy.

Relates goals and actions to strategic aims of organisation and profession.

Engagement with PDR process and alignment of personal objectives with department objectives. Eg. promote MI service to a new/specific user group

Engagement with department / Trust objectives and alignment of current work streams

Implements a service development e.g start up (or improve) a patient helpline service

Project manage a service development or reconfiguration in line with Trust or National strategic aims

3.6) Motivational


Demonstrates ability to motivate self to achieve goals.

Demonstrates ability to motivate individuals and /or the team.

Demonstrates ability to motivate individuals and/or teams at higher level. May include more strategic motivation activities at local institutional and national level.

Prioritise own enquiry workload to meet deadlines

Delivery of objectives set for self in PDR

Personal work plan in place with regular progress reviews

Manage/ prioritise enquiry workload of the team to meet deadlines

Delivery of objectives set for the team in PDR (eg service development)

Work plan for team in place with regular progress reviews

Use of feedback and appraisals to support team to achieve personal & departmental goals

Manage/ prioritise work streams with a strategic or wider impact. (eg SPS review / UKMI national outputs)

Delivery of objectives set in PDR for The Trust or by a national or strategic body

Work plan for strategic or regional /national outputs in place with regular progress reviews


4) Management

Competency Developmental Descriptors


4.1) Implementing National Priorities


Demonstrates understanding of the implications of national priorities for the team and/or service.

Shapes the response of the team and/or service to national priorities.

Accountable for the direct delivery of national priorities at a higher level.

Contributes to achieving nationally or regionally set targets. (eg CQUINs, patient safety alerts, NICE guidelines, CQC standards)

Implements working practices to deliver on nationally or regionally set targets. (eg CQUINs, patient safety alerts, NICE guidelines, CQC standards)

Managerial responsibility for delivery of nationally or regionally set targets. (eg CQUINs, patient safety alerts, NICE guidelines, CQC standards)

Consultation on standards and targets at a regional or national level

4.2) Resource Utilisation


Demonstrates understanding of the process for effective resource utilisation.

Demonstrates ability to effectively manage resources.

Demonstrates ability to reconfigure the use of available resources.

Negotiates with line manager for appropriate staff levels and facilities to deliver service

Works within the constraints of available staff, space, IT etc

Responsible for local resource budget

Negotiates for staffing and manages staff rotas to deliver service

Plans layout and work flows within MI to make the most effective use of IT/ space available

Implements use of IT to improve efficiency

Responsible for staff and resource budgets

Negotiates funding for project proposal to improve efficiency or to meet an organisational objective

Responds to Trust’s financial position when managing resources

Reconfigures service delivery where resource constraints dictate

4.3) Standards of Practice


Demonstrates understanding of, and conforms to relevant standards of practice.

Demonstrates ability to set and monitor standard practice at team and/or service level.

Accountable for the setting and monitoring of standards at a higher level.

Works to MI service standards

Appropriate use of MI service standards to audit MI service provision

Initiates/conducts/supervises audit of service

Action plan following external audit

Write and update SOPS

Contribution to Trust wide policies and procedures

Member of UKMI CG working group

Consultation on national


Induction training for all new rotational staff

standards of practice (eg RPS, GPhC CQC)

4.4) Managing Risk


Demonstrates ability to indentify and resolve risk management issues according to policy/protocol.

Develops risk management policies/protocols for the team and/or service, including identifying and resolving new risk management issues.

Is accountable for developing risk management policies/procedures at a higher level, including indentifying and resolving new risk management issues.

Involved in implementation of action plan following audit/ IRMIS reports

Peer review of enquiries

Adherence to SOPs

Involved in audit work related to risk management issues

Leads on development & implementation of risk management initiatives in MI following audits/ IRMIS reports etc.

Investigation or errors/near misses and dissemination of key learning

Risk assessment of department carried out on regular basis

Write and update SOPS

Member of Trust CG committee

Contribution to Trust wide policies

Member of UKMI CG WG

Leads on a workstream for UKMI CG WG

Consultation on national risk management issues – eg patient safety alerts / product risk assessments

Leads on development & implementation of risk management initiatives/policies for the organisation/trust

4.5) Managing Performance


Follow professional and organisational policies/ procedures relating to performance management. Refers appropriately to colleagues for guidance.

Is accountable for performance management for a team or group personnel.

Is accountable for performance management at a higher and/or institutional level.

Line manager or supervisor for junior staff

Line manager for individuals

Manages a team

Manager at a high level in the organisation structure

4.6) Project Management


Demonstrates understanding of the principles of project management.

Demonstrates ability to successfully manage a project at team and/or service level.

Demonstrates ability to successfully manage project at higher level.

Project manage a local project (eg. audit) applying principles of planning, communication, timescales, costs, logistics etc.)

Effectively manage the delivery of a project within the Trust (eg introduction of new technology, set up of a new service)

Effectively manage the delivery of a project involving multiple organisations or nationally

4.7) Managing Change

Suggested knowledge, skills,

Demonstrates understanding of the principle of change management.

Demonstrates ability to manage a process of change for a team and/ or service.

Demonstrate ability to manage a process of change at a higher level.

UKMi Education and Training Working Group Version 1.0 November 2016 experience or behaviours

Applies principles of change management when faced with a change in service (eg consideration of options, stakeholders, team motivation, costs etc)

Submit a business plan for a change in service

Effectively manages a change in service or staffing

Effectively manage a major change in service (e.g. involving multiple organisations or user groups, or cross-sector working) or set up of a new service

4.8) Strategic Planning


Demonstrates ability to think 4- 12 months ahead within a defined area. Plans the work programme to align with strategy. Demonstrates understanding of formal structures.

Demonstrates ability to think over a year ahead within a defined area. Demonstrates understanding of culture and climate and ability to plan with the whole of the organisation in mind.

Thinks long term and sector wide. Takes the long-term perspective. Demonstrates understanding of organisational politics and changes in the external environment.

Work plan in place with objectives aligned to department objectives

Sets objectives for service aligned with Trust vision and department business plan

Annual report written with Trust vision and department business plan taken into consideration

Member of consultation groups on strategy for service delivery

Writes a 3 to 5 year plan for service delivery

Plans a service reconfiguration in response to demographic, political, structure or financial changes

4.9) Working Across Boundaries


Demonstrates ability to extend boundaries of service delivery with the team

Demonstrates ability to extend the boundaries of the service across more than one team.

Demonstrates the value of extending service delivery across boundaries external environment.

Promotes MI service to wider user groups within Trust

Works collaboratively with other MICs

Provides MI service to other NHS organisations

Promotes use of MI service to non-users

Provides MI services to non-NHS organisations

Contributes to national initiatives, working with other organisations such DoH,, NICE, NHSE, research institutions and charities


5) Education, Training and Development.



5.1) Role Model


Understands and demonstrates the characteristics of a role model to members in the team and/or service.

Demonstrates the characteristics of an effective role model at a higher level.

Is able to develop effective role model behaviour in others.

Reflects on practice and participates in CPD

Pre-reg tutor

Is seen as a role model by junior staff

Upholds high standards of practice, professional values and behaviours


Tutor for diploma students

Is seen as a role model by junior and senior colleagues within organisation and externally

Effectively instils in others high standards of practice, professional values and behaviours


Is seen as a role model in a wider context

Contributes to national consultations or teaches on a range of issues including standards of practice and professional values and behaviours

5.2) Mentorship


Demonstrates understanding of the mentorship process.

Demonstrates ability to effectively mentor others within the team and/or service.

Demonstrates ability to effectively mentor outside the team and/or service.

Reflects on experience of being mentored

Acts as mentor for junior staff and colleagues within the department

Mentor to junior pharmacists, peers or colleagues studying for a post graduate qualification

Is mentor to an individual from another organisation or profession

Mentors as part of a formal mentorship programme

5.3) Conducting Education & Training


Demonstrates ability to conduct teaching and assessment effectively according to a learning plan with supervision from a more experienced colleague.

Demonstrates ability to assess the performance and learning needs of others. Demonstrates ability to plan a series of effective learning experiences for others.

Demonstrates ability to design and manage a course of study, with appropriate use of teaching, assessment and study methods.

Supervises rotational staff

Uses assessment tools (eg DOPs) for formative assessment of rotational staff

Conducts end of rotation performance reviews for

Conducts a learning needs assessment for an individual or for a group of trainees

Gives formative feedback and conducts mid rotation reviews for rotational staff

Develop and deliver teaching for a group of students/trainees. E.g MPharm students, diploma students, NMITC

Develop an appropriate assessment strategy for a group

UKMi Education and Training Working Group Version 1.0 November 2016 rotational staff Conduct summative assessments

for undergraduate or post graduate qualifications

Plans and delivers training programmes for rotational staff

of students/trainees E.g MPharm students, diploma students, NMITC

5.4) Professional Development


Demonstrates self-development through continuous professional development activity.

Facilitates the professional development of others.

Shapes and contributes to the professional development strategy.

Reflects on practice and development and participates in CPD

Participates in local groups/meetings that contribute to development (eg.journal club)

Contributes to content and/or delivery of local or regional meetings/groups/networking/ study days for professional development

Member of a higher education programme board

Member of a regional or national education and training steering group

Member of UKMI WD WG

5.5) Link Practice and Education


Participates in the delivery of formal education programmes.

Participates in education and training in an external environment.

Shapes, contributes to or is accountable for the creation or development of higher education qualification(s).

Delivers or facilitates teaching sessions that forms part of a formal qualification (eg pre-reg tutorials)

Delivers or facilitates teaching sessions that forms part of a formal qualification from a HEI (eg teaching diploma students)

Delivers or facilitates teaching sessions for staff from other organisations (eg community sector)

Member of a higher education programme board

Develops and leads a module of training for a group of students e.g. undergraduate or post graduate students, or pharmacy technicians

5.6) Education Policy


Demonstrates an understanding of current educational policies relevant to working areas of practice.

Demonstrates ability to interpret national policy in order to design strategic approaches for local workforce education planning and development.

Shapes and contributes to national education and workforce planning and development policy.

Uses formal learning outcomes to shape delivery of training to rotational staff

Contributes to education and training of juniors in iine with local educational policies e.g. Foundation Training/diploma

Engaged with planning and delivery of training within department/Trust

Adapts training programmes to meet changing needs and national education policies

Member of LPF Committee

Member of UKMI WD WG

Member of an higher education programme board

Member of consultation group for regional/national committee or organisation (eg RPS, HEE, Deanery)

Leads on a workstream for the UKMI WDWG


6) Research and Evaluation



6.1) Critical Evaluation


Demonstrates ability to critically evaluate and review literature.

Demonstrates application of critical evaluation skills in the context of working practice.

Is recognised as undertaking peer review activities within working practice.

Detailed literature search and critical evaluation as part of enquiry answering

Active participation in Journal Club

Use of CASP tool

Detailed literature search and critical evaluation to support recommendations e.g. for complex enquiry, evidence review for DTC, writing guidelines, Medicines Q&A or service development

Supervises/peer reviews evidence reviews conducted by others

Peer review of evidence/manuscripts prior to publication

6.2) Identifies Gaps in the Evidence Base


Demonstrates ability to identify where there is a gap in the evidence base to support practice.

Demonstrates ability to formulate appropriate and rigorous research questions.

Demonstrates ability to design a successful strategy to address research questions.

Research and respond to enquiries where there is insufficient evidence to support a clinical decision

Conduct a literature search to establish existing evidence base for a research or service development proposal

Develop a research question to address a gap identified in the evidence base

Submit a proposal for an original research project or service development

Design the methodology to conduct an original research project or service development

Designs a programme of research projects to address complex research questions/areas

6.3) Develops and Evaluates Research Protocols


Demonstrates ability to describe the core features of research protocols.

Demonstrates ability to design a rigorous protocol to address previously formulated research questions.

Demonstrates active involvement in the critical review of research protocols.

Active participation in Journal Club

Use of CASP tool

Submit a proposal for an original research project or service development

Member of research and/or ethics committee

Supervision of post graduate research projects

Reviews research protocols for suitability for use in the trust

6.4) Creates Evidence Demonstrates ability to generate Demonstrates ability to generate new Demonstrates authorship of primary



evidence suitable for presentation at local level.

evidence suitable for presentation at research symposia.

evidence and outcomes in peer reviewed media.

Conduct an original audit or service evaluation

Conduct an audit, service evaluation or practice research project to present at UKMI PDS

Publication of evidence or original research eg. a research project., a case report, literature review

6.5) Research Evidence into Working Practice


Demonstrates ability to apply the research evidence base into working practice.

Demonstrates ability to apply research and evidence-based practice within the team and/or service.

Is able to use research evidence to shape policy/procedure at an organisational and/or national level.

Research and respond to an enquiry ensuring that the evidence is fully evaluated and appropriately applied to the clinical situation

Research and evaluate the evidence to underpin local treatment guidelines

Research and evaluate the evidence to support a service development or reconfiguration

Research and evaluate the evidence to support national treatment guidelines

Research and evaluate the evidence to support regional or national service development or reconfiguration

6.6) Supervises Others Undertaking Research


Demonstrates understanding of the principles of research governance.

Is able to contribute to research supervision in collaboration with research experts.

Is a research project supervisor for postgraduate students.

Contribute to appropriate research governance for a research project – discussing research ethics, and methodology, data analysis or publication including confidentiality issues.

Work with academic colleagues in supervising an undergraduate research projects

Supervision of post graduate research or service evaluation projects

6.7) Establishes Research Partnerships


Demonstrates ability to work as a member of the research team.

Demonstrates ability to establish new multidisciplinary links to conduct research projects.

Demonstrates ability to show leadership within research teams concerning the conduct of specialist research.

Participates in or undertakes a research project or service evaluation with clinical colleagues or with another organisation (Trust or HEI)

Submit a research proposal involving working across teams/organisations

Complete a research project as a member of a multidisciplinary research team

Member of research group/committee

Project manage a piece of research working across boundaries.

Lead a research project on a regional/national level

Chair or work stream lead of a research group/committee


Produced by UKMi Education and Training Working Group Lead author Bridget Rankin November 2016

professional development for pharmacists in medicines ... · whilst this document can be used...

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