Cost pressure and quality expectations on clinical pharmacy services are rising at the same time. Clinical staff will work around a process for the health and pharmaceutical services capability that obstructs care, and they will be right to. Improvement in this area of health and pharmaceutical services stalls when it depends on one capable individual rather than a defined method. The programme suits teams tackling clinical pharmacy services together as readily as individuals attending alone. Participants test their assumptions about the wider health and pharmaceutical services agenda against scenarios designed to break weak ones. Participants take away a working set of documents supporting this strand of health and pharmaceutical services, ready to be adapted internally. Comparative studies of clinical pharmacy services across sectors find the same handful of failure points recurring. Participants leave with a method for this aspect of health and pharmaceutical services, not a set of opinions about it. The final module sets out how progress on the wider health and pharmaceutical services agenda will be evidenced six months later.
Expected Learning Outcomes
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Present the case for investment in clinical pharmacy services in terms that a finance function will accept.
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Control cost per episode within clinical pharmacy services without shifting risk to patients.
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Design escalation for clinical deterioration detected through clinical pharmacy services.
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Build continuing professional development sustaining competence in clinical pharmacy services.
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Distinguish the parts of clinical pharmacy services that must be standardised from those that require judgement.
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Establish what evidence would demonstrate that clinical pharmacy services is under control.
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Manage the supply chain and cold chain supporting clinical pharmacy services.
