Abbasi, Ahmed Nadeem

Qureshi, Bilal Mazhar

English

eCommons@AKU

eCommons@AKUDepartment of Radiation Oncology Medical College, PakistanDecember 2017A suggested plan for specialist doctor's professionalgrowth and developmentAhmed Nadeem AbbasiAga Khan University, nadeem.abbasi@aku.eduBilal Mazhar QureshiAga Khan University, bilal.qureshi@aku.eduFollow this and additional works at: https://ecommons.aku.edu/pakistan_fhs_mc_radiat_oncolPart of the Oncology Commons, and the Radiology CommonsRecommended CitationAbbasi, A. N., Qureshi, B. M. (2017). A suggested plan for specialist doctor's professional growth and development. Journal of theCollege of Physicians and Surgeons Pakistan, 27(12), 741-742.Available at: https://ecommons.aku.edu/pakistan_fhs_mc_radiat_oncol/18After acquiring postgraduate qualification, a specialistdoctor commences his or her continued professionaleducation. The ultimate beneficiaries of professionalhealthcare education are patients. The provision of apatient-centered quality healthcare is the aim andobjective of an ideal professional growth plan. At theplanning stage, an accurate understanding of the qualitymanagement system is required. A team of dedicatedprofessionals take the responsibility of implementing thisplan, which is in actual fact a component of the qualityimprovement process.Designated responsibilities in a professional plan can benarrated as specialized roles, which focus particularly ona specified domain.1 In the proposed plan, domains arebroadly classified under the heading of four broaddivisions.Components and contents of structured Clinical,Administration, Research and Teaching/Training (CART)plan can vary from one specialty to another. A flexibleinclusive approach is being recommended as innovationis always accompanied by teething issues during theinitialization phase. Optimization of resource allocationsis also a subject of great interest in the process of settingup directions for the healthcare professionals.2Effective and efficient team efforts are required in orderto achieve this goal.3 Some special aspects ofhealthcare quality are applicable as pivotal movingfactors in Low and Middle Income (LMI) countries.Economic evaluation models are being studied in greatdepth and their complexities may also play a detrimentalrole in the development of an individual professional'scareer growth. Only cost-effective options of healthcareprovision can be administered and implemented incountries with limited resources.4 Contemporaryliterature addresses the issue of quality from variousaspects. Communication skills and standards of conductare nominated as important factors of relevance inquality improvement process of professional development.5Various models of continuing professional growth anddevelopment are available for reference. Here, theCART plan is being based on an equal distribution oftasks among all four components, viz, clinical,administrative, research and teaching. On the basis ofthis proposed structure, it can be named as ''The 'CART- 25%' Plan of Professional Development". One canquestion himself or herself if appropriate and optimalservices are being delivered to patients with a strategicvision of future developments in his or her own territory?Once a plan is agreed upon in principle, the proportionof time and tasks can be discussed during thesubsequent briefing sessions. It is imperative to startwith a set proportion of all four components of the CARTplan, as per one's own understanding and requirements.The postulated 25% equal proportioned CART may notbe an agreeable option for most of the professionalcolleagues. The postulated CART plan with 25%, i.e. aquarter equally partitioned four quadrants, offering equalweightage to the four component responsibilities as theideal CART plan. This proposed plan is not expected tobe a perfect one which will be applicable on allindividuals under all eventual circumstances. Therefore,appropriate modifications can be considered by anindividual or a competent board of professionals who aredesignated to perform this task. In LMI countries, aspecialist doctor plays a pivotal role in the establishmentof quality systems and processes. One of the mostimportant factors in professional development andgrowth of specialist is implementation of a plan. Thereare certain professional factual points for theconsideration of any institutional core decision-makingbody. It is in the wider and long term interest of theinstitution to make a jargon-free clear (in all respects ofclarifications) appraisal document. An institution canmake this process of appraisal as a means of constantimprovement in the PDP (Professional DevelopmentPlan) of an individual's career. This is only possible ifone avoids unnecessary paper work, jargon terms andlengthy forms. At each professional entity, a simplifiedCART-based plan can be appraised with a view ofconstant improvement. The individual is expected to befocusing on a patient-centered approach in order toprovide a clear definition of an individual specialist'spatient-centeredness, producing a document coveringclearly defined job role. A monitoring process isrecommended with proposed professional developmentplan avoiding term assessment processes. Thisparticular area has its own weightage and it will beconsidered as an important component of the appraisalJournal of the College of Physicians and Surgeons Pakistan 2017, Vol. 27 (12): 741-742 741EDITORIALA Suggested Plan for Specialist Doctor'sProfessional Growth and DevelopmentAhmed Nadeem Abbasi and Bilal Mazhar QureshiRadiation Oncology Section, Department of Oncology,The Aga Khan University Hospital, Karachi.Correspondence: Dr. Ahmed Nadeem Abbasi,Associate Professor, Head of Radiation Oncology Section,Department of Oncology, The Aga Khan University Hospital,Stadium Road, Karachi-74800.E-mail: nadeem.abbasi@aku.eduReceived: November 03, 2017;   Accepted: November 17, 2017.process. All administrative tasks and responsibilities willbe predesignated by the board to individual staffmember. All tasks are to be documented in job roledocument and the accountability process will be basedon ''FAIR'' foundations.A designated time period has to be predefined by theexecutive board for all administrative responsibilities. Ifdue to any reason or reasons, the specified administrativeresponsibility will not be fulfilled up to a preset and pre-discussed minimum standard, a change in task and orperson is to be considered. This strategy will guaranteeprogression of modernization process in continuum.Managerial skill development is regarded as theessential tool for all healthcare decision makers asspecialist doctors are not an exception. After goingthrough various practical day-to-day managerial issues,it is recommended to follow the list of skills, which arerequired to be learnt via interactive sessions facilitatedby experts in their respective fields of managementsciences. A specialist doctor has to play the role of amanager with administrative responsibilities. If themanagerial skills are fully developed then our oncologistcan interact effectively with problems encountered in theestablishment and delivery of modern healthcare.The executive board can take a direct regulatory role interms of implementation of these skill developmentlearning sessions. The list of the managerial skillsinclude communication skills, negotiation skills, timemanagement, change management, implementation ofquality in healthcare, conflict resolution, assertivenesswithout aggression, goal setting, leadership skills,economic evaluation models, team building, caring thecarers, and training the trainers.It can be designated as a mandatory responsibly of theresource development section to make sure thatrequired skills are being inculcated to all individuals whowill be playing a decisive role in the planning processesof all aspects of organizational issues. One can expect apositive change in staff members who will go through theabove mentioned skill development workshops.In developing countries, this part of the professionaldevelopment plan merits prime attention of planners.Requirement of preset standards as per internationalguidelines will be our main objective. Some flexibilitymay be exercised in the first few months of theappointment as research culture is not very wellestablished in the country. Such institutes can takeleadership role and can act as a trend-setter of relevantresearch geared towards getting answers to loco-regional patient-care needs. One of the examples, whichcan be quoted is research towards high quality cost-efficient evidence-based practices can be prioritized inacademic institutions. Regular academic sessionconduction and active participation shall be monitoredvia quarterly or bi-yearly appraisals.Apprenticeship-styled teaching alone can only lead tothe production of ill-trained visionless doctors who willnot be able to deliver modern specialised healthcare totheir patients. Contribution towards the professionalgrowth and development of colleagues will be structuredas an integral component of institutional goals. Appraisalprocess can make sure that efficient and effectiveimplementation of educational tasks is being met as perminimum standards and benchmarks set in job roledocument. One cannot emphasize more on this subjectof skill development training delivered via the mostmodern educational methodology. Adaptation ofstructured teaching as a component of learning-objective-based professional development and growthprogramme is recommended.Overall acceptance of professional development plansare generally a challenging task. Staff perceptions playan important role in this regard. All stakeholders'ratification of integrated care teams requires continuedefforts aimed at improving their experiences related tothe proposed plan.6In order to implement the above mentioned proposedCART plan, a thorough briefing of each component offour sections would be performed before the date ofcommencement of new appraisal term. It isrecommended to have a two-phase briefing session,which can be performed at the time of drafting phase ofthe plan. Once all items mentioned in the four sectionsare being discussed and endorsed by the individualprofessional colleague, one can set a fixed term forinterim midway appraisal. Most of the institutes follow anannual appraisal scheme. A six-monthly appraisalduration term with the provision of an interim mid-termappraisal should be performed after three months ofcommencement of this plan.REFERENCES1. de Bont A, van Exel J, Coretti S, Ökem ZG, Janssen M, Hope KL,et al. Reconfiguring health workforce: a case-based comparativestudy explaining the increasingly diverse professional roles inEurope. BMC Health Serv Res 2016; 16:637.2. Montague T, Gogovor A, Marshall L, Cochrane B, Ahmed S,Torr E, et al. Searching for best direction in healthcare: distillingopportunities, priorities and responsibilities. Healthc Q(Toronto, Ont) 2016; 19:44-9.3. Camargo-Borges C, Moscheta MS. Health 2.0: Relational resourcesfor the development of quality in healthcare. Healthcareanalysis. J Health Philosoph Policy 2016; 24:338-48.4. Abbasi AN. Development of cancer services: potential specificcomplexities in the perspective of health economic evaluation.J Coll Physicians Surg Pak 2013; 23:171-2.5. Steven K, Angus A, Breckenridge J, Davey P, Tully V, Muir F.Identifying key areas for active interprofessional learningpartnerships: A facilitated dialogue. J Interprofessional Care2016; 30:826-8.6. Kim B, Miller CJ, Elwy AR, Holmes SK, Coldwell CM, Bauer MS.Staff perceptions implementing interprofessional team-basedbehavioural healthcare. J Interprofessional Care 2017; 31:360.Ahmed Nadeem Abbasi and Bilal Mazhar Qureshi742 Journal of the College of Physicians and Surgeons Pakistan 2017, Vol. 27 (12): 741-742

A suggested plan for specialist doctor\u27s professional growth and development

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A suggested plan for specialist doctor\u27s professional growth and development

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