“…Where these roles [consultant therapeutic radiographers] have been introduced
they have demonstrated the potential to drive efficiency, reduce waiting times and Consultant radiographic practice brings autonomy and, most importantly, the
refocus radiotherapy services around the needs of the patients” time to initiate and drive developments and change. As an entity, consultancy
encompasses the provision of advice to other healthcare colleagues, including
Consultant qualities and associated benefits medical staff; providing direction to service and clinical developments; external
It is now well documented that at the heart of consultant practice are four core evaluations, and the contribution to strategic organisational decisions
22
. It also
functions, or behaviours, together with the duty of bringing strategic direction, requires not insignificant elements of political awareness and, ultimately, political
innovation and influence
12
to the role. The four core functions are expert practice; tact to set direction and so shape the future with a shared vision.
clinical and professional leadership; education and training; service development
and research. Law
23
suggests that allied health professional consultant practice may be
considered, “the ultimate accolade associated with role development”.
There must, of course, be evidence in every post that the core functions of
consultant practice are being fulfilled, and all functions are of high significance. While this may be true, holding a consultant title should not be associated with
However, leadership qualities and the ability to form meaningful interprofessional self-glorification. Consultants must be transformational and effective leaders, and
relationships are vitally important; without this ability individuals are unlikely to as such, should be happy to share the limelight of success, or step back from it
make ‘good’ consultants. Leadership is not simply about organisation or position themselves, working in the background and facilitating others in leading roles
13
.
power
13
. It is also about behaviour; consultant radiographers must be excellent
role models, motivators, decisive and influential. As Greenwood-Haigh
14
stated: Paterson
24
quite rightly points out: “Consultant radiographers have no inherent
“consultant radiographers must be self-motivated, self-directive, innovative, willing right of existence. Rather, they have a responsibility to demonstrate that they add
to challenge and pushy”. To this can also be added the need for peace negotiation value to healthcare delivery and to patients.”
skills, broad shoulders, and perseverance as essential pre-requisites for consultant
What does
radiographic practice. This statement cannot be emphasised enough. Consultant practitioners’ obligations
and responsibilities go far beyond their job titles. They must be influential in
a consultant
For all consultant radiographers, each day presents new challenges and leading the way to constant review and improvement of the radiotherapy and
problems that can be transformed into new opportunities. The often stressful oncology services, ensuring seamless care pathways and much improved patient
therapeutic
and sometimes isolated nature of the job is far outweighed by the benefits it experiences and outcomes; and, after all, the title is not protected currently so
brings. There is the honour of working with fantastic teams, patients and carers; every opportunity should be seized to prove its value and worth.
radiographer
being influential at the forefront of technology; pushing the normal professional
boundaries, and making new alliances with a multitude of disciplines. From the Does one size fit all?
do?
definition of consultant practice alone, it is readily apparent that teamwork is Radiographers in the UK have been encouraged to expand and develop their roles
critical for the delivery of high quality healthcare. No one healthcare professional to meet service needs
25
. There needs to be careful ‘tailoring’ of roles around the
can know everything or do everything needed by an individual cancer patient
15
. needs of service, this being a rigorous process in itself. They should be shaped
Working in teams makes a critical contribution to the delivery of effective and to complement a service, creating one that is truly patient centred. Paterson
24

innovative patient care
16-18
. The importance of team work is ever increasing as the has warned recently of the potential danger that the current consultant posts
delivery of patient care, particularly oncology care, becomes progressively more are local solutions to local problems. This was also highlighted by Law
23
who
complex, requiring interactions that involve staff, technology and medication
19
. suggested that, due to the diverse nature of roles undertaken by the relatively
It is increasingly apparent, too, that future improvements will depend ever more few consultant radiographers, posts may remain local appointments fulfilling local
on the ability to encourage excellent teamwork and effective communication needs only. There is validity in the arguments of Paterson and Law but there is
across the spectrum of the clinical care provision
20
. Healthcare professionals must nothing inherently wrong in this local approach and provision, particularly if the
collaborate and co-ordinate their activities to ensure the delivery of safe and development of consultant posts and job descriptions respond to a particular
efficient services. Consultant led, team based collaboration in a multidisciplinary identified service needs
12
. Recent research has shown that many radiography
and multi-professional way offers opportunities to integrate and share knowledge, consultants and managers believe the best way for these posts to be developed
practice and experience
21
. is customisation around the needs of each site according to their differing
8
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IMAGING & ONCOLOGY
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2009
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