Quality report 2021-2022

o Real-time decision support by having a single and comprehensive view of a patient’s current and historical drug record o Reduction in infection rates through improved antimicrobial stewardship and staff burden on prescription auditing. o Reduced length of stay due to less delays in prescribing and administering medicines and preparing discharge letters. o Improved reporting on patient-level costing and monitoring of key performance indicators. o Streamlined operational and clinical processes by implementing more efficient processes for medicines administration and prescribing. o Modernisation addressing a core digital capability requirement for the trust. o Improved communication of real-time information between prescribers, pharmacy, and nursing.

• Electronic Referrals There are currently disparate referral channels into the Trust and a poor experience for patients. Joining up the clinical acceptance and prioritisation of the referral with the booking process is complex. There is currently an army of staff working hard to ensure optimum prioritisation, but this is complicated by the lack of a standard approach. This is a clear ‘Core digital capability’ issue, which has divisional support. There were over 26000 referrals to The Christie NHS Trust last year, with an estimated increase of over 13,000 in the next year which means number of issues with referral management is going to rise. The referral management process includes: Referral submission from the UK and internationally, referral completeness checks (minimum dataset), adding information (minimum dataset) from the referral to patient record, referral triage by a doctor High-level outcomes and benefits Reduced clinical risk due to reduction in delayed or lost referrals thanks to unified processes for processing; Less staff time spent on chasing missing information and scanning and uploading documents; Improved clinical effectiveness due reduced waiting time to first appointment; Transparency and timely reporting on referrals processing, warnings about delays; Real-time view of referral processing, the ability to monitor and evaluate key performance indicators; Increased patient satisfaction. 3. Improving the Pharmacy Experience Over the year, pharmacy aimed to reduce prescription waiting times and improve patient experience by introducing new models of delivery. Objectives set for the year included: • A 20% increase in the number of eligible patients utilising the pharmacy medication delivery service. • Evaluation of patient experience through survey results, compliments, PALS and complaints contacts. In common withmany clinical services, the impact of the ongoing Covid19 pandemic resulted in significant challenges for pharmacy. Despite this, the service supported significant increases in activity, with on-site dispensing growing from 24,900 prescription items per month to 28,700 prescription items per month by year-end (a 15% increase). Pharmacy achieved a 30% increase in home medication deliveries (from 16,538 in 2020/21 to 21,511 in 2021/22) and our Christie@Home nursing team administered almost 7,500 treatments, a 25% increase on the previous year. On-site waiting times unfortunately remained relatively static despite the increased activity, hampered by the reducing reliability of our robotic dispensing system which is coming to the end of its working life. However, the Trust has approved purchase of a new robot dispensing system and a new outpatient pharmacy (scheduled to open late in 2022/23) which are anticipated to improve the patient experience by reducing prescription turnaround times and providing a more comfortable waiting space for patients. Pharmacy reported the results of two patient satisfaction surveys in 2021/22, both relating to medication delivery services during Covid19 lockdowns:

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