As a dedicated and results-oriented professional with a proven track record in Clinical Trials, Oncology and Outpatient Services, my expertise encompasses a range of competencies:
Daily Service Oversight and Supervision:
• Led the oversight and daily supervision of Clinical Trials, Cancer and Outpatient Services, guaranteeing the smooth running of operations and meeting daily KPI targets.
• Ensured consistently the seamless operation of relevant services and achievement of daily Key Performance Indicators (KPIs).
Clinical Trials Set-Up Support and Feasibility and Cost Evaluation:
• Assessed Clinical Trials feasibility from a pharmacy perspective, collaborating with relevant stakeholders to determine pharmacy capacity and capability (C&C) for proposed studies and protocol amendments.
• Reviewed costing templates for pharmacy fees, actively negotiated before finalizing Clinical Trial Agreements (CTA), and coordinated with Research & Development (R&D) for the billing of outstanding pharmacy services.
• Supported Clinical Trial set-up by assisting Clinical Research Associates (CRAs) during Site Qualification Visits (SQV) and Site Initiation Visits (SIV).
Cancer Services Support:
• Provided essential support to Cancer Services, contributing to the implementation of new cancer clinical trials and building chemocare e-prescriptions in line with study protocols. Also, played a key role in implementing protocol amendments for existing trials.
• Assessed pharmacy capacity and capability for protocol amendments, ensuring their prompt and smooth implementation through a comprehensive review of trial-related documents.
• Cover different clinical areas, like clinical wards, and aseptic units as per Trust needs.
Strategic Representation and Collaborative Relationship Building:

• Actively participated in Senior Management Meetings and R&D meetings, representing Clinical Trials and outpatient pharmacy.
• Established collaborative relationships with research teams and principal investigators, fostering a conducive environment for successful clinical trial execution.

Education &Training:
• Acted as mentor for B6 and B7 Rotational Pharmacists.
• Conducted staff training for successful study launches.
• Played a key role in the Education and Training (E&T) of CT Pharmacy Department staff, contributing to the design and content of training materials.
• Undertaken appraisals and performance reviews for pharmacists and Senior Pharmacy Technicians

No

I have worked with TLA in the past, and I like the professional collaboration with them.

It was when I turned up one day to work to find that half of the team was off sick. It was a Tuesday, which generally is a busy day in the day unit.
I had to think quickly and plan for the rest of the week as we screen a few days in advance.
To adjust the workload on that day, I contacted the nursing team to reschedule those patients whose bloods had not come back yet. That deferred the screening of those prescriptions by a couple of days.

The Medicine Act of 1968 is a piece of legislation in the United Kingdom that provides a legal framework for the licensing, manufacturing, distribution, and sale of pharmaceuticals within the UK.
The Medicines and Healthcare Products Regulatory Agency (MHRA) was established under this act and was empowered to grant marketing authorizations for medicines, conduct inspections of manufacturing facilities, and take appropriate regulatory actions to protect and safeguard the well-being of the public by ensuring the availability of safe and effective medications, a role that was reaffirmed through the multiple amendments that have been made to the act.
The Medicine Act 1968 regulates the Pharmacy practice and appoints pharmacists as gatekeepers of the use of pharmaceuticals and medicinal products. Pharmacists must adhere to the regulations outlined in this act, verifying the legitimacy of prescriptions, providing accurate information on the use of medicines, and contributing to the overall monitoring of drug safety.

It is good practice as part of the medicines reconciliation process, to check at least 3 sources of information to establish a drug history, out of which one ought to be the patient. Therefore, I will check:
- First with the patient.
- Check the spine or Summary Care Record (SCR) once patient permission is sought.
- Check the regional medical records, alternatively contact the patient's GP Practice.

If the drug is not listed, it would be a matter of assessing the appropriateness of initiating the patient on such a drug.

If the error involves dispensing an oral drug to an inpatient, I need to alert immediately the nursing team so that the wrong drug is not administered to the patient. If it is IV, I'd follow the same process and any relevant steps outlined on the local dispensing error management SOP
Alert the teams involved as there will be a need to assess if it's possible to keep the patient onsite till a new preparation is released or perhaps reschedule.
If appropriate, replace it with the right one.
If it is a near miss, it should be recorded on the near miss log, and the relevant forms are to be completed as per local SOPs.
If it is an oral drug that has been dispensed to an outpatient, I'd have to ring the patient to alert them and give them the right instructions to follow.
The complaint or the error needs to be recorded on a Datex.

Clinical Governance is a systematic approach to maintaining and improving the quality of patient care within the National Health Service (NHS) and the private healthcare (HC) sector.
It encompasses a set of integrated processes and structures that promote a culture of continuous improvement, accountability, and risk management within clinical practices, and requires healthcare organisations and the staff within them to evidence those structures and processes established to maintain these standards.

The set of pillars that form this framework, and which HC organisations are accountable for, are; monitoring and evaluating clinical performance, implementing evidence-based practices, fostering transparent communication, and addressing any identified areas for improvement. The goal is to enhance the overall quality of healthcare services, uphold patient safety, and maintain the highest standards of clinical excellence by engaging healthcare professionals in ongoing self-assessment and learning.

A patient relative came to pick up a medication on behalf of the patient. The prescription unfortunately was not dispensed in full as one item being a "Special" needed to be ordered to the specials manufacturer and had not yet arrived. The pharmacy assistant did not explain that we had part of the stock, so the lady was angry.
She did not know whether the patient was aware of the situation. She assumed he'd be annoyed as he couldn't come to the pharmacy, and she couldn't come back again.
I went to see the person in question. They seemed quite frustrated. I explained that we could provide part of the prescribed quantity, which meant no interruption to the patient's treatment. I also explained that in these cases, our standard practice is to dispense enough supply for the patient to continue his treatment and discuss with them when they come to pick up their preference for getting the remainder. In this particular case, we didn't expect a relative to pick up. I explained how the situation was a concatenation of misunderstandings. I apologised to the lady and offered her home delivery for the rest of the supply. She then felt relieved and even was apologetic for her attitude.
Apologising, taking full accountability for the mistake, and offering an alternative to make up for it was the right thing to do.