Highlights gaps in coverage that n
Purpose of the Professional Practice Committee (PPC)
The PPC supports both surgeon and patient needs. To do this it covers:
Professional Standards of Patient Care – objectives:
- Create a structure for Blue Books that:
eed to be filled
- Create a similar structure for BOASTs
- Develop a framework of standards with other members of the broader musculo-skeletal clinical and allied health professional multi-disciplinary team:
- Building on the ACPA national transferable role documentation
- Focusing in particular on extended scope practitioners (physiotherapists, podiatrists and orthopaedic nurses)
- Professional Behaviours – objectives:
- Review existing GMC, BMA, AAOS and ABHI guidance covering:
- Consider the need to fill any gaps in this coverage
- Publish the Code of Ethics for Interaction with Industry
- Employment, Trusts and Private Practice:
- Review existing (Blue Book) guidance
- Compile a list of issues where BOA positions would be important to support the membership
- Develop the BOA’s shopping list for the BMA and FIPO
Terms of Reference
Developing and sustaining excellence in professional practice is a core objective of the BOA’s overall strategy.
The BOA’s Practice Strategy, entitled Restoring Your Mobility, has five lines of development:
• Specifying Quality – through comprehensive condition based patient pathways that serve as useful toolkits for Clinical Commissioning Groups.
• Strong provider partnerships – that deliver a level playing field of clinical capability, training, education, and research across Any Qualified Provider.
• Enhanced orthopaedic implant pre-market research and post-market surveillance - through the Beyond Compliance initiative.
• Better co-ordination of MSK clinical activity across primary and secondary care – through a networked approach.
• Clinical culture change across the T&O community.
The PPC supports the BOA Executive Group and Council in the delivery of all lines of development by focusing on four key areas:
• Guidance development – through the production of clinical, commissioning and management guidelines.
• Data collection, distillation and analysis – for example CCG commissioning activity, NHS Information Centre activity data, Payment by Results Tariff data, national audit output (the National Joint Registry, other orthopaedic registries, the National Hip Fracture Database, UK TARN and the NHS Atlas of Variation.
• Advocacy and response – by:
o Advising on developments in key healthcare initiatives - for example PROMS, Enhanced Recovery, Shared Decision Making, procurement rationalisation, private health insurance.
o Co-ordinating responses to public consultations where they relate to professional practice issues.
• Miscellaneous issues – by providing the focal point for practice-related contingencies as and when they arise, including essential linkages to or consequences for he BOA’s other core objectives related to training, education and research. The PPC will recommend Congress sessions related to practice to the BOA Honorary Secretary by the first of November each year.
On behalf of Council the PPC sustains the practice strategy by exercising responsibility for maintenance of standards in:
• Good Practice Guidance – through oversight of the BOA’s NICE accredited guideline development process with the following specific remits:
o Guideline development. This involves the development of robust systems for the production of the BOA’s own Guidelines, from assessing the need for a Guideline to the submission for publication. The scope of this work will involve Guidelines on specific diseases, specific procedures and on care pathways, plus advice about key messages for dissemination, associated audit tool(s) and patient information. The CEO or designated deputy will quality assure the development process.
o A research responsibility which will involve identifying gaps in knowledge exposed by the Guideline development process and advising the BOA Research Board on priority areas for research.
• Code of Ethics – covering all aspects of T&O surgeons’ professional behaviours – including the important interaction with industry.
• NHS practice – by maintaining awareness of and advising on all relevant issues including:
o The DH healthcare change programme, commissioning, HRG tariffs and Payment by Results, PROMS, and the Enhanced Recovery Programme.
o NICE guidance and the Quality/Outcomes Framework.
o MHRA guidance on devices and implants.
o HQIP on the NJR and NHFD.
o HEE (in conjunction where necessary with the Education Board) to promote education in multi-disciplinary team working as a key part of the Medical Education Outcomes Framework.
o BODS for NHS liaison and related hot topics.
o The BMA on issues of mutual interest.
• Private practice – by maintaining a focus on issues through engagement with FIPO and the BMA.
• Workforce Employment (in collaboration with the Education Board) – by maintaining oversight of the professional principles applied to employment of the T&O Consultant and SAS workforce (the lead for Workforce Planning rests with the BOA Executive Group).
• In the interests of essential continuity the Chair is an elected Officer of the Association, normally in the Presidential line, and is selected by the President in consultation with the Executive Group.
• For that reason the tenure of the appointment is usually two years (prior to assuming the Presidency).
• Supported by the CEO, the Chair spearheads the Practice Strategy.
• There are up to nine members in addition to the Chair, a lay member (nominated by the Patient Liaison Group) and the CEO (who is an ex officio member).
• The following constituencies have ex officio representation:
o BODS – as nominated by the BODS Chair
o BMA CCSC T&O Sub Committee
o The BOA Trauma Group
o The BOA medico legal Committee
• The remaining five members are appointed through an open application process, or by presidential nomination of elected Council members. This ensures an appropriately representative cross section and democratic transparency.
• The tenure of the appointment is three years, with appointments staggered in the interests of continuity.
• The Chair has the discretion to recommend to PPC that tenure be extended for 1 year for a specific and agreed purpose.
• An open application process is held:
o Using a brief person specification
o With an advertisement placed in JTO and the Executive BLOG
• Persistent inability to contribute and attend would require resignation and replacement
• Meetings are held quarterly or as required with secretarial support provided by the BOA.
• Regular Conference Call meetings are held in between as necessitated by the pace of PPC business.
• The venue for all PPC meetings will be determined by the Chair, with maximum sensible use made of telephone conferencing.
Joe Dias (Chairman) - Leicester
|Alan MacLeod - (BMA - Ex officio) - Oxford|
|Andrew Thomas - (BODS - Ex officio - Birmingham|
|Alison Armstrong - (Elected member) - Leicester|
|Richard Parkinson - (Elected member) - Cheshire|
|Tony Hui - (Council rep - Ex officio) - Darlington|
|Ian McDermott - (Private Practice - Ex officio) Middlesex|
|Ivan Brenkel (Elected member) - Fife|
|Mike Foy - (Medico Legal) - Swindon|
29 January 2013
30 April 2013
23 July 2013
22 October 2013