1. RPS Professional Development Programmes
Section Title
RPS Professional Development Programmes
Supporting our members to be the best they can be
Michael has invited me to update you all on what the RPS sees as the direction of travel for the workforce, in particular community pharmacy, and also a bit around what is in the pipeline for the southwest.

2. RPS Professional Development Programmes
Our purpose
The Royal Pharmaceutical Society (RPS) leads the profession of pharmacy to improve the public's health and wellbeing.
Who we are
RPS is the professional membership body for pharmacists and pharmacy in Great Britain and an internationally renowned publisher of medicines information. We advance the profession of pharmacy for public and patient benefit to secure the future of our members and improve the heath of the public.
professional body for pharmacists and pharmaceutical scientists, are here to lead the profession to improve the public ‘s health and wellbeing.
membership body, but aspire to be the Royal College. We certainly work and lead as any other Royal College would by putting the patient and public’s needs first.
Since our split from the regulator in 2010 we have been building our services, standards and programmes to support and advance the profession.

3. It’s all about the patients
The Royal Pharmaceutical Society
Supporting an evolving workforce
Evolving roles
Aspiring to excellence
Support, development, standards
Quality support, quality assurance,
quality delivery
It’s all about the patients
Now as we have heard tonight, and will be discussing further, A lot of changes are occurring across all sectors of pharmacy
How can we be best prepared?
Let’s think about what we know right now:
We know patients are living longer, with multiple co-morbidities. They have complex healthcare needs and we need a workforce that is able to step up to the challenge of managing this complexity.
We know that as pharmacists, in particular community pharmacists and those working in GP practices and acute admissions units and general medical wards of hospitals, are generalists. We HAVE to be generalists – you don’t know who is going to walk through that door, and you need to be able to deliver pharmaceutical care for the patient as a whole. This is one of our unique selling points, and we need to promote and support and develop our advanced generalist skills.
We know we need a flexible and adaptable workforce.
Roles are changing – and we need to embrace these new opportunities: more pharmacists are moving into roles in GP practices, U&EC, care homes, more are taking on prescribing roles, and
A lot of these roles have a great deal of similarities – it’s the location of the patient that is changing, as we trying to keep patients out of GP surgeries or out of hospitals
We also know that the workforce needs to take on these roles, but be supported and recognised:
So really there are 3 areas we need to think about and focus on:
How can we enable the existing WF to self and peer assess to deliver services appropriately?
How can we Upskill and recognise advancement of the existing WF through development programmes?
How can we develop a pipeline of development from day 1 to ensure the new WF are suitably supported?

4. Questions to be answered:
RPS Professional Development Programmes
Questions to be answered:
How can we support the existing workforce to self and peer assess to deliver the services needed appropriately?
How can we upskill the workforce and recognise advancement of the existing workforce through development programmes?
How can we develop a pipeline of development from day 1 as a student to ensure the new workforce are suitably supported?
How can we support people? How can we develop people? How can we recognise people?

5. RPS Professional Development Roadmap
RPS Professional Development Programmes
RPS Professional Development Roadmap
This has led to the development of the RPS Professional Development roadmap.
The roadmap sets out a career pathway for pharmacy professionals, describing how an individual, from day one of their undergraduate studies progresses through pre-foundation, to foundation and the advanced practice – the Faculty.
From day 1 as a student to career end we provide:
Programmes of support underpinned by evidence based frameworks
There is assessment and recognition at various milestones: marker of advancement
Allows practitioners to demonstrate maintenance of practice as well as advancement through periods of focussed development
Accreditation programme to QA education and training provision, which will be mapped to our RPS Professional Curricula

6. Core components of RPS Professional Development Programmes
All programmes contain the same core elements
Assessments – depend on stage of practice and whether maintenance or periods of focussed development
Library of knowledge – KIT, guides and resources – support all stages and areas of practice
Support – networks, mentors, groups
Portfolio – depends on stage of practice
Underpinned by Continuous professional development

7. Accredited Providers Boots UK Cardiff University Rowlands Pharmacy
RPS Professional Development Programmes
Accredited Providers
Boots UK
Rowlands Pharmacy
UKCPA
Cardiff University
UCL and KCL (Joint School)
Liverpool John Moores University
NI Centre for Pharmacy Learning and Development
UKCPA
Pharmacy Management

8. RPS Affiliated Partners
RPS Professional Development Programmes
RPS Affiliated Partners

9. Questions to be answered:
RPS Professional Development Programmes
Questions to be answered:
How can we support the existing workforce to self and peer assess to deliver the services needed appropriately?
How can we upskill the workforce and recognise advancement of the existing workforce through development programmes?
How can we develop a pipeline of development from day 1 as a student to ensure the new workforce are suitably supported?

10. The Royal Pharmaceutical Society
Sth West: System Change Pharmacy Programme
Across community pharmacies
2 multiples extremely interested and likely to say yes
Discussions with 2 more
Geared towards foundation pharmacists but open to others
Principle: over a 4yr time period – devon, somerset and cornwall; focussed on areas with recruitment issues (somerset) take through foundation, into faculty, give them IP; give interface with other practices; flexible across interfaces; shared cost programme; few hundred quid each year for both; part of modules sits within a practice;
NOT the only solution – can’t wait 4 years for people with IP
Create more rapid delivery / cohorts who are clinically able
In parts of the patch, talking to deaneries about joint development
Building IP -
Laura Wheeler, Programme Manager New Care Models; David Bearman LPN Chair; Pam Smith Programme Lead NHSE; Janet Newport Pharmacy Lead NHSE

11. RPS Professional Development Programmes
Section Title
RPS Professional Development Programmes
Supporting our members to be the best they can be