Pharmacy Inside Jobs: emergency department pharmacist — transcription
Alex: Hello and welcome to Pharmacy Inside Jobs, the PJ Pod series which aims to inspire you to take the next step in your career.
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Whether you’re a seasoned pharmacy professional or just starting out, our goal is to provide insights into the increasingly diverse roles that exist within the profession.
In each episode, we’ll be joined by a guest to explore their career journey and hear about the opportunities, challenges and rewards that their current role brings. We’ll also find out what skills they needed to succeed and how you could follow in their footsteps, should you feel so inclined.
I’m your host Alex Clabburn and in this episode we welcome principal pharmacist for acute and emergency medicine, Shane Kailla.
Ten years ago, a pharmacist working in an emergency department would have been a rarity. But, with patients now spending more time in EDs, pharmacists are becoming an essential part of the team.
In December 2023, the Royal College of Emergency Medicine and the UK Clinical Pharmacy Association called for more involvement of pharmacists and pharmacy technicians in emergency departments, releasing a joint statement that established the level of pharmacy service provision that hospitals should attain.
In a PJ investigation conducted in 2025, we found that while progress towards these standards has varied, all trusts were making progress and taking important steps towards the creation or expansion of a dedicated ED pharmacist service.
Shane has been an ED pharmacist for around five years and his current role has focused on establishing the first dedicated pharmacist provision within the emergency department at Royal Wolverhampton NHS Trust.
Here’s Shane:
Shane: OK, so I’m Shane. I’m a principal pharmacist for acute and emergency medicine. Part of my remit is being an emergency department pharmacist. Part of my job is looking at the patients that are staying in ED for longer periods of time, so looking at their medications and their patient profile as a mainstay. So we have a lot of patients and an increasing demand of patients within our emergency department, and they are staying in our departments, unfortunately, for longer, and they are ever more complex from a comorbidity point of view, and especially from a polypharmacy point of view.
A number of these patients are on medications that are time-critical, so they’re on things like medications for Parkinson’s disease, epilepsy, immunosuppressants for organ transplants and so forth. So a day-to-day kind of role for an emergency department pharmacist is very, very broad, So generally, how we start the day is attending a morning medical huddle, that is essentially a handover from the night team to the day team to identify what the sketch is for the day. So how many patients are in our emergency department that are requiring admission, any signposting to any particularly sick patients and, at that point as well, some of the medical team that have been on from overnight might signpost particular patients to ourselves.
For example, a patient who is on medications for Parkinson’s disease and requires a review from ourselves to make sure that they’re on the most optimal regimens or if, for example, they can’t swallow, then we need to have a look at alternative treatments for that.
And so what we will generally do is we work quite embedded in terms of a multidisciplinary team. So there will be a set list of patients that are having an admission into the hospital and we would go through that list alongside our clinical colleagues, so that might be a consultant that is part of a post-take ward round team. It might be a junior doctor that’s associated with that team as well and it might also be, um, other colleagues, like physician associates and ACPs as well.
And then we will go through that list. Within that time, we will also get queries from nursing and other medical colleagues within the department about various medications so if there are patients that are right at the start of their admission, um, just come through the front door from the ambulance and they’ve been found to need a lot of critical medications that we may perhaps not have stock of, or it’s not commonly seen in the department, we will venture to reconciling that medication where possible, if we need to, prescribing of that medication and making sure that supply is there, so then that whole provision is done in quite a timely manner.
As a pharmacist in the department, we do rely a lot on our own independent prescribing qualification and that’s a really positive thing. It helps us become more autonomous and independent in our practice and it’s something that, particularly the medical teams, they think is quite a useful function of the pharmacist. So essentially, you can see us as the person that is in charge of that drug chart for that particular patient. Um, we will outline any changes that we recommend. We will action those changes at the same time and we wouldn’t necessarily follow a conventional pharmacist role in a hospital where we may just recommend changes and then allow the doctors and other prescribers to instigate those changes. We will be the person that completes the action as well. We’re able to successfully intervene and, um, and provide that to our patients in a more timely manner.
Alex: It sounds like a very dynamic, fast-paced environment. Um, are you the only pharmacist? How do you handle that unpredictability?
Shane: So, we are really starting from the ground up in terms of a provision to the emergency department. So, in my previous role, we had a lot more of a, um, substantive pharmacy team. There was a number of us on the ground every day, on the shop floor. However, where we’ve started, we’ve started from the bottom, where we have one pharmacist per day in our emergency department and that opens a really exciting prospect of growth within our team, which we’re looking forward to.
You are right, it’s really fast-paced and it is a highly demanding job. Patients, when they are in the A&E department, um, for the most part, they are at their sickest point for a hospital attendance. So you do see people almost at their worst. You have a big footprint, a big geographical footprint of the hospital itself, occupying A&E, so it’s not just the front door area where you receive ambulances. There’s a waiting room full of patients as well. There’s a resus area with the most complex patients. There’s also a paediatric area, and then you have the mainstay of the patients that are awaiting an admission. What we have tried to do is rationalise how best our single pharmacist can be utilised to promote the best value for that pharmacist, and that does mainly centre around the patients that are being admitted into the hospital, um, so that we can sort out their medications from the get-go, get them on the right optimal treatments so that we should, in theory, be able to then reduce their length of stay through getting them on the right stuff from very early on.
We regularly face each day about 450 attendances of patients per day within our hospital, so it’s quite a busy department. It’s about rationalising that workload, so we’re not even going to be able to successfully see 10% of that on a daily basis, but it is really signposting ourselves, using the support of the teams around us, to those patients that really need us the most. That is, those patients with the polypharmacy, with the extensive comorbidities, and particularly those ones that are on those time-critical medications where any short-term delay can lead to quite significant harm. So being able to go in and mitigate the risk for those particular patients is where we try and focus at this point in time.
Alex: So it sounds like the multidisciplinary team aspect is really crucial to this role and, being new in the role, or are you the first one basically to be embedded in the emergency department? How’s it been with colleagues establishing the right sort of rapport, communication, um, patient pathways? Have you had to figure all of that out on the go?
Shane: Yeah, so I suppose I’m quite fortunate in that our department have been really excited to have a pharmacist start and get to grips with the department. So building that rapport is a really positive and really important thing to do before you even set foot in the department, and that’s at the planning stages and at the service provision stages, getting hold of those kind of key stakeholders and determining what are the needs of the department.
Sometimes pharmacy from a pharmacy regard, we might think a department needs something specific, but actually what the department really wants and needs might be completely different. So making sure that you’re all on the same page from the get-go is particularly important. From the priorities that we’ve discussed from a stakeholder-level perspective, it has very much been about any interventions that we can do with these time-critical medications, making sure that those patients have those provisions, and also where we can intervene from an admission avoidance perspective as well. And that’s really worked hand in hand with us developing quite strong key performance indicators that we can report on during our pilot phases and those sorts of things to essentially get that investment for the development of this service.
Alex: So this might be a good point to go back a step or two. It sounds like this is a new position, a new function almost, that’s being set up in your hospital. How did you go about getting into this job? Was there anything that sparked your interest and led you to where you are now?
Shane: I remember some of my first rotations and experiences as an undergraduate student. We saw a number of emergency departments but also one particular one at Worcester Royal Hospital that had a quite comprehensive pharmacy service in there. And I did like the dynamism of the area, the environment, the busyness, and so that was quite appealing. But what I also really liked was the advancing practice aspect of the emergency department pharmacist. So what I saw was pharmacist prescribers working at a quite a high level in terms of the interventions that they were undertaking. For example, identifying a patient that had been seen earlier by someone else, but then reviewing them at this current period in time because of the dynamic nature. Identifying, for example, actually they are, in a septic type of situation and intervening early on, referring them to the right people, but also prescribing those right antibiotics at that time so that the patient can receive that care immediately.
One of the things that I did in my previous role, which I observed my colleagues doing, was advanced clinical practice. So I went off after my prescribing course to undertake a master’s in advanced clinical practice because what I saw was the pharmacists that were kind of looking at patients, but from a whole clinical aspect perspective. So not only were they doing the meds part that I’ve seen pharmacists do, but they were the actual person that was history-taking from the patient, examining the patient, requesting and interpreting all the biochemistry, as well as imaging and coming up with a plan to best treat that patient. And that really appealed to me because from what I was seeing was that really high-level autonomy and that becoming of an autonomous practitioner, and that’s the reason that I undertook that course. And it’s paid dividends in not only that sort of a function in almost giving ourselves a bit of a dual role, where, what, on a Monday I would be an advanced clinical practitioner pharmacist, working on the clerking team, clerking these patients and coming up with management plans for these patients. But then on the Tuesday, when I am doing my pure pharmacist role, I’ve got that kind of background knowledge and information and all of those things to start to consider to improve my overall pharmacy practice. And the front door is the type of place where it’s really a developing, quite exciting picture, especially with regards to pharmacists.
About ten years ago or so, you may not have heard of emergency department pharmacists, but nowadays it is a lot more apparent, especially in line with national recommendations and stuff. So developing further from that, in terms of how can I increase, go from being independent to almost being autonomous, was something really appealing. And whilst we’re not quite at that stage yet of autonomous practising pharmacists, from an ACP perspective, within my current department, it’s something that in other places is working really well and it’s something that in the future we might be venturing more towards as well.
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Alex: You said your interest was first piqued when you were an undergraduate on the MPharm doing placements. What was the journey like then from there, to the job you’re doing now?
Shane: Shortly after my undergraduate, I actually undertook my training year within one of the trusts, within Worcester Royal, I did a rotational period as a rotational pharmacist for, I believe, just under a year or so before I went into a specialised route. That specialised route wasn’t actually at the front door, it was infectious disease and that was actually roughly around the same time as COVID happening. And so, you started as the infectious disease pharmacist, you now essentially become one of the COVID pharmacists, but that was in the area where I carried on doing my postgraduate clinical diploma, as well as doing my independent prescribing. And at that point, I’d reached a point where, yes, I’ve got this independence, but it’s still not at that level of autonomy where you can still get, I felt like I still had more to be able to provide to patients from a service provision perspective. And it was at that point that I, um, successfully got appointed to a job as an acute and emergency medicine pharmacist within Worcester, and then we went on to then undertake the ACP masters.
And then, building on from that, my ACP kind of clinical work was happening in a medical same-day emergency care clinic. So you can think of that as patients who are not necessarily unwell enough to go to ED, into the department, but they aren’t well enough to be managed by their GP outside of hospital. So it’s the same-day emergency care, so these are patients who can walk into hospital rather than come in on a bed. These are patients that, with the right treatments, we can kind of turn around within 24 hours and get them home in the same day, with the caveat they might need some additional scans that we can bring them in for and so forth, but they shouldn’t be needing to necessarily occupy a hospital bed. And that was where I really developed on my clinical aspects in terms of that autonomous patient management.
I still had really good support from our consultant teams, particularly, so I had a consultant that was my lead and my mentor throughout my ACP programme, similar to how you have the same for prescribing pharmacists as they undertake that kind of course, as well as the wider MDT as well. And building on from that, then, we moved from the same-day emergency care clinic to then doing the same kind of clerking and history-taking examination, but within the ED department itself.
We always kept a background of pharmacy, so we would never be doing the ACP role five days a week. We would be doing it for maybe one or two days a week, and we would be still focusing on the pharmacy as well, and we were able to develop that pharmacist role in almost a hybrid. So you would be doing a couple of days of the ACP and a couple of days of the pharmacist role, and it was that that I really got used to, actually, in that sort of a role and that sort of a development kind of perspective. And then, when this role came up, which was, um, for a principal pharmacist looking at these areas, what I began to learn was actually the role that I was already in, which I kind of did anticipate some of the bigger hospitals, compared to where I come from, to have already in place and embedded. It was actually found to be quite novel and interesting and quite exciting, actually, for not only the department that I’ve entered into, but also more widely. It’s highlighting a lot of opportunity for the future, and so hence why I’m now in this position where I have been for the last year or so, where we’ve been really working hard at developing this baseline foundation provision of the ED pharmacist, but it will develop into, I think, a lot more of the great things that we can do as pharmacists, particularly with new cohorts coming up, being prescribers from the get-go. It highlights a massive opportunity of where we can support the wider MDT for our patients.
Alex: It seems like this is a really natural environment for pharmacists to apply those skills, which are becoming core to the profession now and into the future with the changes that have, uh, been made over recent years. Would you say that prescribing is the most important component of your role, or are there any other specific skills for emergency department pharmacy that you want us to highlight, or particular characteristics or qualities that you think people need to thrive in this type of environment?
Shane: Going back to the prescribing, that’s a really useful function to be able to maximise your utilisation of. Quite often, a number of things you’re going to intervene in have either been prescribed by, say, doctors or, other clinicians that are from the night team that are no longer here, they’ve gone home, and also that kind of removing that task off your overall list, because increasingly each day, particularly over winter pressure, there are a lot of patients there, and there are a lot of jobs associated with those patients that need to get done. So where you can help benefit in reducing that overall workload for the wider MDT is really beneficial.
As well as that, the role in itself is evolving. There’s a lot more scope for being able to do other things related to patients within ED and ED itself, so not only looking at the prescribing of a clinical day-to-day, but how are you impacting patients on a pathway perspective? So one of the things that we are looking at doing is improving our identification of time-critical medicines for our patients attending the department and devising a whole pathway in a multidisciplinary manner, which would really help achieve that. That’s just one example of where pharmacy can help improve the overall patient experience. As well as that, there’s a lot of work that can be done in the background as well — so rationalising, for example, medications usages within the department, for example, antimicrobial prescribing — and the whole host of different other medication classes that can be looked at and reviewed and potentially optimised as well.
So some of the work that we’re looking at is in relation to expenditure of medicines. So, we understand that a lot of medications can be prescribed, for example, on FP10 prescriptions, but also we have the capability to be able to produce prepackaged medications for our patients, so they can receive those in a timely manner, commence treatment straight away, which then allows for them to receive that treatment in a more efficient way, and also has a positive financial implication as well, in that we’re not prescribing these things on a prescription to take outside of a hospital. As well as that, there’s a whole untouched area in our department, which is ED resus, which, um, with the national recommendations and things, should ideally be having quite a substantive pharmacy input, which is really exciting to get involved in. There’s a lot that a pharmacist can impart in those patients. And this is all just at the moment, all we’ve been talking about is pharmacists, but there’s a whole scope of improvement projects and scope for growth in new roles for the technical services teams as well. And, I’ve seen in, in different areas where with the right training, a pharmacy technician can really intervene quite significantly from that perspective.
Alex: Yeah, it sounds like service development is a big part of your job, and you’ve mentioned that you’re coming in almost blank canvas, building a new service off the ground. These aren’t necessarily the sort of things you get taught on the MPharm. How’s it been dealing with that aspect of the job, getting something created that didn’t previously exist?
Shane: I think it’s really interesting. I think, you are right, it’s not one of those things that we do generally cover in the MPharm, but when you’re working in the NHS, arguably everyone should have a quality improvement hat on them at some point, because the people closest to the problem are generally the ones that are gonna come out with the best solutions and the most practical solutions that you can really apply. So, some of the things that I did when I started this job was liaising and getting a good network behind myself with that quality improvement team that we have within the trust, and they’re worth their weight in gold because they’re really supporting helping you get from that idea and proof of concept to then putting it into real practice. So it’s really important to kind of get those sorts of skills under your belt if you feel you don’t have them and, at that point, I definitely didn’t. As well as, I would say, just starting off really slowly. So when I first started with this, we had loads and loads of different ideas of how we could improve the service that we deliver to our patients.
However, we also have to be realistic in terms of the capacity that we have, because we’re still covering a lot of different areas as well. You still have the other pressures of working within the NHS trusts, and it’s rationalising that and picking something that you think, ‘Let’s focus on that for now, and then we can expand it out if we’ve got a really positive response.’ So that’s exactly what we did. So, what I did was, essentially, I had the knowledge of what an ED pharmacist operation looks like from my previous roles, and what we wanted to do was set out to pilot that in short bursts where our capacity could allow us, and we tied that towards, trust-backed events. For example, we had something called a ‘Made event’ within our trust, which is basically where we try to look at the most optimal ways of seeing patients, effectively discharging patients, and seeing what that kind of difference might be in that week.
So for that one-week period, we placed a pharmacist within the emergency department and essentially just had a couple of small key performance indicators. We looked at time-critical medication interventions that we were able to to intervene in, and also what supplies we made, and if we were able to intervene in any admission avoidance. And each day, I would go to a similar meeting full of my peers, um, which were also outside of pharmacy, where we would report on that day’s sort of data, or what we’ve uncovered, or what we’ve been able to do. And that was really positive because there were quite a few important people in those sorts of meetings that it got their ears listening.
For example, there was a patient that entered our ED, um, that had had a seizure, and they couldn’t get their medications in the community, and they went a couple of days without them, and then they unfortunately had a seizure. So from a pharmacy perspective, we can do that medication history, we can reconcile those medications, we can prescribe those medications, we can supply those medications, as well as then give that feedback back to the community pharmacy that may have been involved, as well as the GP surgeries that may have been involved as well. And so you can effectively close a massive loop in particular patients. And then, what we then did was have a look at, OK, if pharmacy perhaps weren’t here, how much time would that patient have spent in the department and went to various different areas of the department, different clinical teams involved.
We had a look at as well, OK, at the moment, there’s no pharmacy service. How much time are nurses having to spend looking for medications or get medication, prescriptions, rectified, where a pharmacist would be able to intervene in, fairly easily, to be honest. And we had those different sub-projects going on, with the overarching aim being to develop that service. And I think over a one-year period, we had about six quality improvement projects spread across my whole team and we won a trust award for our quality improvement initiatives as well, and ultimately it resulted in successful funding for a provision, which in this financial climate is quite an achievement. So, it’s proven to work.
Alex: Absolutely, and congratulations on that. It sounds like you’ve been able to demonstrate the improvements in terms of efficiency, timeliness, closing the loop and ultimately making the team run a lot more smoothly. It’d be great just to hear what you’re planning next, really. Obviously, the backdrop to this is that we’ve had the national recommendations for pharmacists to be embedded in all emergency departments across the UK. So, all hospitals, all trusts, presumably, are on this journey of building out these services. What’s the plan for you? Have you got a two, three, four, five-year timeline in mind?
Shane: Yeah, so it’s, it’s exactly what you’ve alluded to. So we do have that national recommendation backing from the Royal College of Emergency Medicine, kind of stating what we should be achieving by this point in time and it gives really useful information of the benefits of a pharmacy service and where we can really tap into, as well as what those numbers would look like. So how many pharmacists you would expect to be on a department, how many technician services teams you would expect in a department as well.
So our goal over the next couple of years is, we’ve completed phase one now, where we’ve got that foundation, and we’ve got that baseline, one pharmacist in our department. It’s very much building on that now. So that pharmacist, at this point in time, is focused on those patients who are coming into the hospital, who are gonna be admitted, and are gonna occupy a bed within our footprint. What we would like to build on now is, like, the phase two approach. So say, for example, where you have patients who may be waiting an extended length of time in an ambulance receiving area of the ED department or in an ambulance itself, can pharmacists intervene even earlier? So can we get those patients with their medicines reconciled, identify their time-critical medications, and make sure we’ve got those provisions in place? Because any delays to that will ultimately lead to further delays later down the line, which could really to things like increased length of stay. We’ve also got kind of an untouched area of our emergency department, which is the SDEC, that I alluded to where I worked as a practitioner. There’s a lot of scope for SDEC pharmacy — and by SDEC I mean same-day emergency care. If you’ve got the right space and you’ve got the team there present, you can almost run some form of a satellite pharmacy there as well for those sorts of patients that require immediate care with a medication provision where you can turn that around centrally, so it avoids the need for that patient to have to take a prescription elsewhere. It avoids the need of that patient having to face potential delays in their medications, because you can tie it all up at that point. One of the things I’m really excited about is having these pharmacists that are coming out of university and following their training year, being prescribing pharmacists from the get-go. So, historically, with emergency department pharmacy, it’s always been quite senior pharmacists that would undertake and implement that provision. But, looking towards the future, there might be scope for our more junior pharmacists to be working within our emergency departments and actually doing some of the higher-level things that we are doing quite early on within their experience level, and that’s quite exciting.
Alex: So you’ve talked about how your autonomous practice is a big, appealing aspect of the job. How easy has it been to explore your scope of practice within this current role and working in this clinical environment? Who do you get support from when you’re trying to assess whether the work in front of you is something that pharmacists can do safely?
Shane: Yeah, I think it is very much relying on your clinical knowledge from the rotations you may have undertaken, from your specialism when you did your prescribing. In terms of the support that you get from your peers around you, I find a lot of support in having conversations with the multidisciplinary team, because quite often you can be faced with grey situations, where there isn’t necessarily one right answer, and you are really weighing up the risk versus benefit. You, being the expert of medicines within that department, are always going to be a fountain of knowledge for everyone around you. And so having those discussions with the relevant people involved — say, for example, the senior consultants — with the problem that you face, you can kind of come to a joint decision of how best to manage it. And, as well as that, outside of the emergency department, you have pharmacists with specialist interests in a number of different things that you can really tap into as well.
So, we always have a lot of discussion between our pharmacists as well, we’ve got a Teams chat where someone might put something in the chat and say: ‘Has anyone ever seen this before? What do they think of this?’ And it’s really good learning for the whole group as well. And so, I wouldn’t see it as a limitation, more like, there are always new learning points for us to develop further.
Alex: And so in a job like this, Shane, what’s your work–life balance like? The service is obviously developing. Do you have shift patterns yet? How does it shape in terms of the typical working week?
Shane: Yeah, so in terms of our service provision, we have opted for an 8:00am to 4:00pm working pattern for the emergency department. That works quite well from the point of view of the availability of the multidisciplinary team. So those post-take ward rounds and things I alluded to, the medicine huddle in the mornings, that generally starts at about 8:00am, and you’re there long enough to make sure that you’re there for those ward rounds to review those patients and see them effectively. In terms of shift working, we’re not at that point. I’ve never done that in my previous roles as well. The only time I would do that is as an advanced clinical practitioner, where we would do 8:00am to 8:00pm shifts, but that wasn’t in really relation to pharmacy.
From a work–life balance, I would say it’s quite positive. I do four-day compressed hour working weeks, which does give me quite a good work-life balance, I would say. And, from a service provision perspective, I think that it will depend on different trusts and how their emergency department operates, but an 8:00am to 4:00pm provision, five days a week, is where we are currently. In the future, we would be looking to expand that towards a seven-day service, for the same hours, but it would require more investment in terms of our team development.
Alex: And, in terms of career progression and the opportunities that emergency department pharmacy might have, what would you say to pharmacists who are thinking about this as either a career change or a career entry point? Any advice you could give on how they can go about taking those initial steps?
Shane: Yeah, definitely. I think it’s one of those places where it might still be untouched in a lot of different NHS trusts across the country. It’s one of those places where I think the advice I would give is just go and experience it. Go and see if it fits the kind of, the kind of working patterns or the working, um, environments that you see, that you see is, um, is what you’re intending to kind of want to do in the future. It’s a very busy, dynamic, energised area with a lot of pressures, but a lot of people thrive under those sorts of environments as well. And so it is very much about going to see what it is for yourself and seeing where the role of the pharmacist can be better utilised, because it might be different across different NHS trusts.
And also collaboration as well, so where you do identify those sorts of places, collaborate with them. So one of the things that we’ve been doing here is collaborating with our local partners, who also are at different stages of their emergency department pharmacy provision. Some have a more substantive service, others are not yet off the ground, but we’re doing a lot of shared learning and I think that that’s really important if you are in the infancy of this sort of role. A&E is always a, a high priority. It’s always one of the things you always see on the news — in terms of targets, in terms of performances —and so anything that different multidisciplinary teams can do to help improve that from a positive light is always gonna be welcomed. And, as I said, just start off small. You might wanna do little pilots in your areas to get that proof of concept. And if you report those in the relevant areas where it will get people listening it can lead to quite significant investment and development in those areas, because you can, you can do a lot as a pharmacist in our departments.
Alex: I think that’s come across extremely strongly — the impact that pharmacy can have in this high-pressure, stressful, stretched, clinical environment, but one that, yeah, is so essential to the system. And in terms of your own career development in the long term, Shane, is there a pathway that you can see, potentially a consultant pharmacist in the emergency department, for example?
Shane: Yeah, I think a consultant pharmacist route is potentially on the cards in the long term. It’s about making sure that you are not only focusing on the clinical aspects, nor the leadership aspects, but you are at the forefront of delivering the right education to not only the people local to your area, but also at regional, potentially national, level, as well as the same for research as well. So, whilst I think that we’ve got some strong ticks against, like, the clinical and the leadership in this regard, there’s still, on my side, probably some more work to do in the other areas, but it’s definitely something that I wouldn’t be ruling out.
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Alex: I hope you enjoyed hearing from Shane about his experiences working in emergency medicine. For me, the main take-homes were the amount of value that pharmacists can bring by using their prescribing skills to speed up interventions and improve patient safety, all while freeing up other members of the MDT to use their time in the most effective way.
Emergency department pharmacy is clearly a rapidly expanding area of practice, and for anyone who liked the sounds of Shane’s career, there should be an increasing number of opportunities in the years ahead.
Thanks Shane for joining us and thanks to everyone for listening.
That’s all for this episode of Pharmacy Inside Jobs. I hope you’ll join us for the next one. See you next time.