Hospital Pharmacist
2008;15:195
June 2008

Professional leadership — next steps for the new body

By Ray Fitzpatrick, MRPharmS, and Richard Cattell, MRPharmS

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The recent report of the inquiry into the future professional leadership body for pharmacy made 64 recommendations about what the body should do, how it could be structured, and who it should include.

The report was the result of what is probably the most extensive consultation process the profession has been involved in.

What gives the report credibility, and probably the reason why it has been so well received, is that it was truly independent. Although it was commissioned by the Royal Pharmaceutical Society, the chairman, Nigel Clarke, was able to pick his own team, who were all non-pharmacists.

The inquiry team received submissions from 32 organisations, 44 professional bodies, 17 educational bodies, six trade bodies and 170 individuals. Since these groups also undertook their own internal consultations, the inquiry received input from many thousands of pharmacists.

Evolving views

Mr Clarke has commented that he was struck by the unanimity in what the profession was saying. Furthermore, although the inquiry team was listening to the profession, it was clear the profession was also listening to each other’s submissions.

At the recent Guild of Healthcare Pharmacists/UK Clinical Pharmacy Association conference, Mr Clarke noted that submissions made in later stages of the inquiry took into account earlier submissions, indicating that the profession’s views were evolving as the debate developed.

Hospital support

We have been to many meetings where the Clarke report has been discussed. What is clear from these meetings is that there is overwhelming support for the recommendations made, with modest refinement for a small number of these.

Hospital pharmacists in particular should welcome the proposal to have reserved seats for the hospital sector on the council of the new professional body. What is also good news is the proposal for a smaller governing council, meeting less frequently and focusing on strategic policy decisions, with an executive team taking responsibility for operational management.

Hospital pharmacists will be familiar with this organisational arrangement, which is similar to how most hospital trusts operate. This approach should encourage more hospital pharmacists to become involved in the governing of the new body, since less time away from work will be required than is needed for current Council positions.

One of the other recommendations in the report which will be welcomed by the smaller special interest groups is that the new leadership body could provide an umbrella organisation for such groups, and will play an important role in supporting advanced practitioners as proposed in the recent Government White Paper.¹

If we are to develop a new leadership body which, as the profession told the Clarke inquiry, is not to be “more of the same”, work needs to begin as early as possible. The resounding message from hospital pharmacists is that we should now get on and implement the recommendations.

The way forward

So how can this important work be progressed rapidly, yet ensuring that the membership is engaged?

The Transitional Committee needs to be established as soon as possible, and we are delighted that Mr Clarke has be appointed to chair this committee. Mr Clarke did an excellent job of chairing the inquiry and, as such, will be motivated to see the work completed within a tight timescale and produce a blueprint for the new professional leadership body.

While Transcom needs to be representative of the profession it should not be encumbered by members having to seek approval from their individual organisations for each decision they make. Therefore, it is important that the individuals on the committee have a broad understanding of the whole pharmacy profession as well as a deep understanding of their respective areas, so that we can all put our trust in them.

Of course the Society, as a major stakeholder, must have a significant number of representatives. However, it would inappropriate for the Transcom to be dominated by a majority of Society Council members, since the new leadership body needs to be something new, and not just a rebadged Society.

In order for the new leadership body to be what the membership will want, Transcom must regularly consult and communicate with members, but this should not necessarily slow down the work programme.

The Clarke inquiry has delivered the outline for the way forward for a new professional leadership body which has reflected the consensus of the profession. Transcom now needs to create the blueprint.

We urge all hospital pharmacists to respond to subsequent consultations on key issues, and to join in the public debate on how to move this forward.

References

1. Department of Health. “Pharmacy in England — building on strengths, delivering the future”. London;the department:2008.