Accreditation bodies assess pharmaceutical plant modernisation on documented evidence of consistent practice. Variation in this part of health and pharmaceutical services between shifts and sites is where avoidable harm lives. The programme converts the health and pharmaceutical services capability from an area of general awareness into a set of repeatable practices. Buying a tool rarely fixes pharmaceutical plant modernisation; the underlying capability has to be built internally first. Cases are chosen to expose the trade-offs in this strand of health and pharmaceutical services rather than to illustrate ideal conditions. It is pitched for practitioners with responsibility for the health and pharmaceutical services capability, not for observers of it. Where pharmaceutical plant modernisation is measured, it improves; where it is only discussed, it drifts. They acquire practical criteria for judging when the practice within health and pharmaceutical services is working and when it is only appearing to. Participants leave with a first-ninety-days plan for the wider health and pharmaceutical services agenda rather than a set of notes.
Expected Learning Outcomes
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Apply regulatory and licensing requirements governing pharmaceutical plant modernisation.
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Apply root cause analysis to adverse events involving pharmaceutical plant modernisation.
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Establish incident and near-miss reporting on pharmaceutical plant modernisation that staff trust.
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Measure patient experience of pharmaceutical plant modernisation and act on what it shows.
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Communicate the purpose of pharmaceutical plant modernisation to those who have to comply with it.
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Build the internal capability for pharmaceutical plant modernisation rather than depending on external support indefinitely.
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Build a concise clinical protocol for pharmaceutical plant modernisation that colleagues can follow without further explanation.
Who Should Attend
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Those responsible for briefing external stakeholders on pharmaceutical plant modernisation.
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Hospital and health facility managers accountable for pharmaceutical plant modernisation.
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Public sector officials applying pharmaceutical plant modernisation within a regulated framework.
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Finance managers costing services delivered through pharmaceutical plant modernisation.
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Nursing managers and clinical supervisors delivering pharmaceutical plant modernisation.
