Identifying Management to help build your Faculty portfolio

by Nahim Khan MFRPSI MRPharmS

Management is not just about managing people, it includes your day to day work, meeting objectives in your appraisals or managing processes and projects. To some degree, everyone has some experience in these areas.

The organisation that you work for will have its’ own standard of practice. For example, key performance indicators, such as the target time that medicines reconciliation must be completed. I found that understanding the development descriptors was key to mapping competencies correctly.

If you’re going through the Faculty process with colleagues, I recommend you discussing your entries with them to gather their feedback. If there is no one in your workplace undergoing the Faculty process, then get feedback in other ways! Talk to the Faculty Team at the Royal Pharmaceutical Society and find out if there are any workshop events or Faculty Champions in your area. There are also articles in the Pharmaceutical Journal articles and a portfolio building support discussion group and webinars on the Royal Pharmaceutical Society website.

I lead on an audit which was based on Alert 18 from National Patient Safety Agency: Actions That Can Make Anticoagulant Therapy Safer. One of the actions stated that there should be an annual audit on anticoagulant use, therefore this was implementing a national priority. Recognising standards of practice for the safe use of anticoagulants was necessary to benchmark the compliance of prescribing, monitoring, counselling as well as for documentation. ‘Managing performance’ was met here, as I completed an audit as part of my personal development plan, gathering the knowledge needed to understand anticoagulants.

I delivered the results of the audit to the doctors within my organisation in order to meet the ‘managing risk’ competency. I also used this as an opportunity to present the principles as supporting good anticoagulant prescribing. There were key deadlines of the phases to the audit;  data collection, analysis, report writing and presentation of the results, they also met  the ‘project management’ competency. My report included recommendations to improve data collection rates for future audits. The recommendations required liaising with other members of the team to prepare for the change, thus meeting the ‘strategic planning’ competency.

Take a look at all of your pieces of evidence and decide whether they can be mapped to any of the other management competencies. My audit, which by its’ nature would be mapped to competencies in Cluster 6: Research and Evaluation. While it’s important to describe the piece of evidence and how you meet the competency, you also need to reflect on your experience. The portfolio is yours – so always remember talk about you and what you did!

I feel that reflecting on the achievements in my career to demonstrate how I met the competencies made me feel more confident when dealing with large projects. Receiving the personal development plan and reading through objective feedback from the assessors on my achievements was also a great feeling. The assessors also gave feedback on how to progress to meet the management cluster competencies for Advance Stage II.

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