-A service development project was developed to establish the current capacity in administrative support for the medical workforce and to understand if there are gaps in support that can be addressed to reduce the time medics spend completing administrative tasks. -The project aims to make practical recommendations to enable medical staff to increase the clinical time spent with patients and, therefore, less time on administrative tasks. Previously published data also show that extensive administrative tasks impacting the clinician’' well-being can lead to burnout.

-Separate surveys were developed for Doctors and Administrators; each group completed the surveys separately.

• • Results were analysed and shared with the relevant stakeholders

• • Practical recommendations were made with a focus on cost-effectiveness and safety.

• • Engagement sessions with medical colleagues and the administrative workforce to reflect on various options and ideas to improve administrative support for the medical workforce.

• • A cost-effective approach was identified and recommended to the Trust Board for approval and implementation

Doctors surveyed identified that almost half of the medical workforce share administrator with the whole team, type their letters, felt they had sufficient administrative support and were prepared to use a voice recognition IT package. However, two-thirds needed more administrative help for their additional roles.

• • Administrators surveyed identified that almost two-thirds of the administrative workforce felt they should be providing full dedicated‘'Name’' support to Consultants, SAS and Junior Doctors. Over three-quarters felt they needed more time to complete all the tasks outlined in their job description (such as typing Docto’'s letters). In addition, almost three-quarters could not provide dedicated support to doctors.

  Most agreed that new roles similar to Medical Secretary role would release Doctor time from administrative tasks.

-The project has improved relationships and understanding of roles and work pressures from a clinical and administrative perspective.

• • The Trust has more transparent data and qualitative evidence gained through project meetings and surveys.

• • Staff felt engaged in the process, and positive feedback was provided throughout the project.

• • Understanding the problems experienced in practice and engaging peers was crucial to meeting the Trus’'s vision of being a clinically led organisation.

• • Care Group modelling undertaken with consideration of COVID-19 Lessons learnt around agile working included administration support, ensuring the appropriate numbers and skills relevant to service demand and ensuring Doctors have dedicated, full support rather than shared with teams.

• • Voice recognition programmes will also be explored through the Agile Working Group to free up Clinical time.

• • Communication to both Doctors and administrators to brief on findings and next steps distributed through various channels in the Trust.

• • The Medical Staffing Board formally thanked the author.