I have been working in cancer services for more than 10 years and have worked both in private
and NHS sector.
I have had numerous senior pharmacist jobs in various areas e.g. clinical trials, aseptics,
Governance, and as protocol pharmacist. I have deputized for the head pharmacist/ lead
pharmacist in their absence. Been involved in the day to day running of the service both
clinically and operationally. Managed the team, dealt with staffing issues, provided support and
guidance.
In my role as haematology/oncology pharmacist I have screened SACT prescription, counselled
patients, built new protocols on the electronic prescribing system, release aseptically prepared
SACT’s, manage the workload in outpatient clinic, written updated clinical guidelines /SOP’s and
managed teams. As a specialist clinical trial pharmacist in haematology/oncology I was involved
trial set up from feasibility to trial closure.
As governance pharmacist I reviewed the daily datix of the trust, looked for trends and tried to
implement changes where possible. Also conducted routine service audits of the wards, CD’s,
antibiotic prescribing and DVT prophylaxis prescribing. I also monitored the antibiotic
prescribing of the NMP and advised as necessary.
The duties of protocol pharmacist included doing an initial assessment of all protocols
requested, looking at the evidence provided and then disseminating it to the tumour group. I
was responsible for building it onto the electronic system (MOSAIQ), ensuring all relevant
critical tests were added and then getting it validated for use. One of my initial duties as protocol
pharmacist was to standardize the protocol validations process. I have introduced all the
necessary documents/ policies to outline how protocols should be requested/
built/approved/validated on the electronic system.
I have at various stages in my career been involved in the training/ mentoring/ managing the
development of pharmacist/ technicians.
My numerous roles and responsibilities over the years have helped me develop my
prioritization, organization, time management and leadership skills. I have the ability to work
effectively under pressure as part of a team and individually. I have a genuine interest in cancer
services both at the aseptic and clinical level

No

It is a reliable agency, and I have had good experience working with the agents as an employer/client.

As lead pharmacist for oncology centre there is a lot of pressure everyday. We order chemotherapy in for our patient 24 hours in advance. On the day of a patients treatment, chemo was not delivered, patient was onsite. I had to phone the manufacturing family to find out what happened, if it was still coming. Unfortunately the order was missed by the manufacturer, had to explain to the nurses and patient that chemo will not be delivered for that days treatment. Also let the consultant know that his patients treatment was delayed. Patient was not happy, apologiesd for the inconvenience caused and he was rebooked for the next available day.

Medicines Act 1968 is a UK law that regulates the manufacture and supply of medicines for human and veterinary use12. It divides medical drugs into three categories: prescription only medicines, which can only be sold or supplied by a pharmacist if prescribed by a doctor; pharmacy medicines, which can be sold without a prescription but only by a pharmacist; and general sales list medicines, which can be sold by anyone1.

I am not a prescriber!
As a pharmacist I would want to know the indication, which dr has prescribed it and then liaise with them to find the reaon behind he precription.

I would want to know what happened, who was made the complaint, my role in the incident, reflect on it to see what I did wrong and then address it. All incidents need to be reported on datix and investigated.

clinical governance is defined as “A framework through which NHS organisations are accountable for continuously improving the quality of their services and safe-guarding high standards of care by creating an environment in which excellence in clinical care will flourish.” 1 It's often thought of in terms of the seven pillars of clinical governance—clinical effectiveness, risk management, patient experience and involvement, communication, resource effectiveness, strategic effectiveness, and learning effectiveness.

I recently had a patients relative who complained about one of my staff members to me as they had not responded to a query in a timely manner. I discussed this with the pharmacist involved and she explained that due to work pressure she was unable to get back to the relative. I answered the query and apologised for the late response. Relative was very understanding once I explained the situation.