children - West London Mental Health NHS Trust

MENTALHEALTHMATTERS
www.wlmht.nhs.uk january 2009
My
Life
Safeguarding
children
wards
MENTALHEALTHMATTERS 1

simonsays
Welcome to the january issue of
Mental Health Matters
I would like to wish you all
a very happy new year and I
would like to thank you for
the work you have done at the
trust during the holiday period.
By keeping services running
smoothly at this time staff have
shown their usual high levels
of commitment to patients and
the trust. May I remind you that
this can be a particularly difficult
time of year for some of our
patients and of the need for
extra vigilance.
For some the new year can be a
time of reflection but for others
it is a time for new beginnings.
With that thought in mind it
is with great pleasure that I
welcome Nigel McCorkell to
the trust as our new chairman. I
was very sorry to see Louis go
at the end of last year but am
glad to welcome to the board an
experienced NHS professional
with a strong private sector
background. I am sure he will
learn about the organisation
quickly by getting out and about
to meet staff around the trust.
You can read more about Nigel
further down the page.
As an organisation we must
look forward positively to the
new year. Last year had its
challenges, for example with the
restructuring of the trust into
the five SDUs. Now that the
SDUs are up and running we
should look forward to more
stability and the opportunity to
grow as an organisation.
Safety and security are two
agendas which are set to
increase significantly this year.
It is our responsibility to make
sure that healthcare is being
New chairman announced
Nigel McCorkell has been
appointed as Chairman of the
Trust. Nigel took up the post on
5 January 2009 and will serve
the trust until 4 January 2013.
Nigel is a qualified accountant
with a background in the private
sector including, corporate
finance, aerospace and software
sectors. He was vice chair
of St Mary’s NHS Trust for
eight years leaving at the time
of merger with Imperial. He
chaired the board of governors
at Bournemouth University for
twelve years until he retired in
2004. He says, “I am delighted
to have been appointed as chair
of West London Mental Health
NHS Trust and look forward to
working with the board and staff
throughout the Trust.”
practised safely and in a secure
environment for both staff and
patients. The baby P case which
has had widespread publicity
reminds us of the paramount
importance of the safety of
children and in particular how
important it is to be thinking
about the effects of mental
illness for the whole family
(see page 17 for a feature on
safeguarding children). Our
priority is to make sure our
staff are appropriately trained
and supported to deliver safe
and secure services and I am
delighted to see the role of our
site security managers being
highlighted on the cover and
within this magazine. I am also
pleased to recognise that we are
increasing security at Broadmoor
Hospital with the introduction
of biometric scanning, a system
similar to the one already in
place in the Orchard (see page 4
for more of the detail).
If you have something you’d like
to share with me, email me at
chief-executive@wlmht.nhs.uk
May I wish you a happy new year and welcome you to the January edition of Mental Health
Matters. I have enjoyed getting out and about over the festive period to write the first staff
magazine of the year.
I thoroughly enjoyed my visit to the Limes unit where I met with an enthusiastic team of staff
working away providing high levels of care to adults from the Ealing area. Charlene from my
team was invited out to attend the joint working conference and her report is on the centre
pages of the magazine. I was also delighted to get to spend some time with Elbachir Chaker, one of our site security
managers. You can read about his working life on page 15 and he is also on the cover of the magazine.
I was welcomed to Lakeside Mental Health Unit to interview two of our service users who are also members of the
much talked about Hounslow Hawks football team. You can hear what Peter and Reza had to say on page 18.
It would be helpful if you could please take the time and fill out the readership questionnaire at the back of the
magazine. Return the questionnaire to the communications team and you will be in with a chance of winning a £25
Marks & Spencer voucher. The feedback from the questionnaires will help the communications team to shape future
communications work at the trust, and I will share the feedback with you in the next edition of the magazine.
Enjoy the magazine and do please get in touch with me if there is some interesting work going on in your part of the trust
Tara Ferguson Jones
Tara.ferguson-jones@wlmht.nhs.uk
mentalhealthmattersJanUARY2009
www.wlmht.nhs.uk
Foundation Trust
Equivalent update
The trust continues to work on putting together an
application to become a foundation trust equivalent,
which will give us similar freedoms to a foundation trust.
Our application to become an FTe will be judged on
how well the trust looks to be able to deliver high quality
services to the populations that we serve. We are near to
completion of a three to five year business plan for the
trust and this is something that MONITOR (independent
body set up to assess foundation trusts) will be looking at
in detail when it is deciding if our application is satisfactory.
The business plan has been informed by the plans of the
five service delivery units and the support services. The
business plans help the trust move along in line with its
overall strategy.
The next stage in the process is that the trust will have
to set up a membership body, which will elect governor
representatives. This will give staff, service users, carers and
local people a chance to have a voice in the organisation
and influence decision making.
In spring the trust will launch a consultation on FTe. This
will include asking people for their comment on the trust’s
strategy and also for their thoughts on a new constitution
for the trust. The consultation will be supported by
information events for staff and events in each of the
boroughs for local people.
The main benefits of becoming a foundation trust
equivalent are that staff and service users who are
members of the FTe can put themselves forward to
election to its board of governors, giving them a real say
in decision-making and greater access to information.
Such trusts are free to set their own strategy, to borrow
commercially and to invest in new patient care facilities.
This gives them greater scope for investing in new services
and setting local targets.
You will be updated on the trust’s
FTe application regularly via the
trust’s internal communications.
2 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 3

Changes to Broadmoor Hospital
reception procedures
This month biometric fingerprint scanning
is being introduced for social visitors to
Broadmoor Hospital which will change the
way they are booked into the hospital. The
system is similar to that which is in already
in use in the Orchard in Ealing. This security
upgrade is part of the overall redevelopment
of the hospital and will help to reduce queues
at reception and will make visiting the hospital
easier.
The new system uses biometric technology
to take a measurement of the fingerprint.
This provides the individual with a type of
“electronic key” which will allow them to
New convenor role
The trust currently has three convenor posts and they
are filled by elected trade union representatives from
their fellow trade union representatives from staff side.
The current convenors are,
Giannina Maina – staff side chair,
Arthur Muwonge and Gavin Ryan.
These three members of staff are
seconded from their existing posts
to work full time as convenors.
The principle role of these posts
it to be involved in partnership
working which involves attending
the trust partnership forum, the
local trust partnership forums,
consulting on behalf of staff on
issues such as terms and conditions
of service and local trust policies.
As well as being involved in
partnership working a further role
has been developed – the convenor
developmental role. Gavin Ryan is
the convenor who has taken on this
developmental role.
The main purpose of this role is
to support existing trade union
members to become more active
in their trade unions. For example
becoming representatives which
involves providing advice to
members of staff on contractual
matters and also becoming
health and safety and learning
representatives which are other
important roles within the
organisation.
Over the next few months Gavin
will be meeting with the five SDUs
to discuss the role and he will
be attending future staff forums,
presenting at staff inductions and
organising recruitment events.
He will be working with all the
unions to establish a trade union
pass more easily through the hospital. It is
similar to those being introduced at airports,
government buildings and even some theme
parks. The scan creates a unique number
and does not store an actual fingerprint. It is
impossible to use this information to recreate
a fingerprint image.
The current system relies on visual
identification, and biometrics adds another
strong layer of protection, which means we
can enhance security and prepare for changes
at the hospital. In due course the plan is to roll
this new system out to other visitors, staff and
patients at the hospital.
Gavin Ryan
representative structure that
will help communication and
sharing of good practice between
representatives.
If you are interested in becoming a
representative and want to discuss
this with Gavin he can be contacted
on his work email gavin.ryan@
wlmht.nhs.uk , work telephone
number – 01344 75 4572.
Opportunities for staff
in bands 1 - 4
Developing your skills is vital at all levels within the organisation but for one group of
staff, those in bands 1 to 4, there is a range of fully funded opportunities available.
The trust has signed up to an initiative called the
Skills Pledge and money has been made available to
support a large group of staff with their training and
development. Ali Webster, head of staff development
says, “This means that staff in bands 1 to 4 can work
with their managers to focus on meeting their training
needs, without having to worry about where the
training is being funded from.”
The trust’s learning and development team is keen to
promote this funding to ensure that those who are
entitled to it receive it and are planning open days at
both Broadmoor Hospital and Ealing learning centres
– to help make this happen.
Ali Webster said, “We have worked with a number of
training providers to put on a wide range of courses which
will support staff with their development. Some are new
courses and others follow on from previous training such
as advanced medical terminology and we hope to gain
more information from staff who attend the open days
about their more specific development needs.”
To date, over 267 training places have been accessed
through the Joint Investment Framework and with the
variety of new courses available in 2009, it is hoped
that even more staff will access this new opportunity.
Jacky Glover, PA/admin
manager for London medical
secretariat said, “Since taking
on the post of head of
staff development Ali has
managed to put on a wide
range of training that was
identified in the PDRs for
the staff I line manage. This
included medical terminology,
speed writing and minute taking and she continues to
source further training that has been suggested.
The training that has been provided is based on
service needs and so it’s of great benefit as it can be
transferred directly back to the workplace.
Feedback on training provided, from staff, has been
extremely positive and, from my part, it is also fulfilling
their training objectives as I see personal development
as an important aspect in valuing our staff.”
Sukhy Dhillon, medical PA at
the Wells Unit has attended
NVQ 2 in business and
administration, speedwriting
and introduction to leadership.
She said: “I found this to be
an excellent way of studying
whilst in the work place. I
basically documented a lot of
the work I did and with regular
visits from an assessor and feedback from my colleagues
gained a qualification. I also attended a speedwriting
course which assisted me greatly when doing minutes
for meetings and even writing down long messages. I
then did an introduction to leadership course which was
my stepping stone to a band 5 position. I enjoyed all the
courses and feel that they were delivered extremely
professionally and in a friendly environment. I have met
some good friends through courses I have attended
in the past and I appreciate it can be daunting when
you haven’t studied in a while but there is lots of help
available. I would highly recommend anyone to check
out the Training Matters or look up courses on the
Exchange. Gaining extra skills can be a great confidence
booster and can help you within your work environment
or even (as in my case) to gain promotion.”
Open Days will be held at:
Ealing LDC – Oak Room on 21st January
11.30am – 2.30pm
Broadmoor LDC – St Andrews on 2nd February
11.30am – 2.30pm
Lunch will be provided and all staff and their
managers are welcome to attend.
4 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 5

Action plan
bullying and harassment
a-z of trust sites
Ll is for The Limes
10 Merrick Road, Southall, UB2 4AU
Limes assessment unit
The Limes unit provides rehabilitation,
recovery and independent living services for
adults from the Ealing area. Staff provide care
for 19 patients, both male and female many
of whom are referred from the John Conolly
wing on the trust’s Ealing site with others
being referred from the local community. The
average length of stay at the unit is between
three and six months.
A close knit and multi-disciplined team of
staff works in the unit including, doctors,
nurses, occupational therapists, social workers,
psychologists, community psychiatric nurses,
management and administration staff.
Numerous activities are provided by the
nurses including daily cooking sessions.
Manager of the unit John Nursimooloo says,
“Under supervision of the nursing staff,
patients do all the shopping and cooking, which
helps to play a part in their recovery. They also
help the staff to look after the environment
of the unit, keeping it clean and helping with
some of the maintenance work.”
John adds, “Before patients leave the unit to
return to the community we help them to get
back into training or into work. We find that it is
really beneficial for patients to have something in
place for them for when they leave. We also have
a community rehabilitation team of staff whose
role it is to keep in touch with patients for some
time upon return to the community to enable
them to settle back into a meaningful life away
from the Limes.”
The assessment unit is undergoing some
refurbishment works at the moment which has so
far included new bathrooms and a new kitchen.
Limes nursing home
The nursing home provides specialist inpatient
care for elderly people with mental health
problems. Currently there are twenty residents.
The medical care of residents is provided by a
local GP, whilst the psychiatric care is provided by
the trust’s Dr Riza Akyldiz.
Sector manager, Rinaldo Meza says, “The
atmosphere within the home is warm and
homelike. The unit is undergoing changes at the
moment and it is expected that by March this
year there will be improved facilities such as a
child visiting area, more appropriate recreational
facilities, and improved security.”
The trust has agreed an action plan in response
to the review of bullying and harassment at the
trust carried out by Middlesex University.
Use of an independent monitoring
and reporting body
The trust will set up a reciprocal arrangement
with another London mental health trust,
whereby they will undertake bullying and
harassment investigations on our behalf. In
addition, Middlesex University will perform an
independent scrutiny and monitoring role being
made aware of all cases reported and making
sure that these are progressing according to
the agreed policy. A quarterly report will be
submitted to the board with a nominated lead
from the trust.
Create a secure website for staff
reporting both formal and informal
A secure website will be established in addition
to the pre-existing confidential bullying and
harassment help-line. Increase publicity.
Together with clinical staff, service
users have updated their care plans
to incorporate nicotine replacement
therapy (NRT) and former smoking
rooms have been transformed into
specialist therapeutic, faith, music or
quiet rooms.
Irene Pachawo has recently been
appointed as the trust’s smoke free
adviser, in addition to her role as acting
physical health lead nurse with Ealing’s
There will be a zero tolerance publicity
campaign stressing to staff and managers alike
that bullying is unacceptable and the trust will take
robust action to deal with proven cases.
Introduce new training packages
The trust will build upon training opportunities
already on offer for staff in the area of bullying and
harassment. For example B&H prevention and
management will now be included on induction
training for managers new to the trust or recently
promoted.
Set time limits for bullying
and harassment reporting and
amendments to policy and procedure
Limits will be set for the time an investigation
should take. This is because the Middlesex
University report concluded that investigations
can often become long and drawn out which
adds to the stress for the individuals concerned.
Some changes will be made to the bullying and
harassment policy and procedure to incorporate
the points made by Middlesex University.
Smoke free
As of the 1 July 2008 WLMHT became a smoke-free
organisation and over the past six months, many of our service
users have taken the offered support to either cut back on the
number of cigarettes they smoke or to stop all together.
forensic services. The aim is to give
further help with implementation of
the smoke free policy.
“As most of the methods we use
have come from the community, I
am eager to establish appropriate
practices within mental health
services,” commented Irene.
Amongst other tasks, Irene will be
working to:
• Develop an accredited training
programme for mental health
clinicians in association with
Buckinghamshire University.
• Assess service users desire to stop
smoking within the context of their
physical wellbeing.
• Review service users’ care plans
to ensure they are user friendly,
specific and are fit for purpose.
• Work with the trust’s risk
assessment team to ensure
smoking related incidents are kept
to a minimum.
• Link the smoke-free initiative with
the Star Wards programme.
• Establish links with champions from
other sites to ensure best practice
is shared.
6 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 7

Email security
Top tips from the trust’s information
governance manager, Robin Webster
• Make sure that you have
selected the intended
addressee before selecting
send; the name match selected
by the address book may not
be the intended addressee.
Be aware that you have a
“Frequent Contacts” address
book containing the email
addresses of everyone you have
sent email to; this will be used
first to select a name match
and could result in confidential
information being sent to
someone outside the Trust.
• Never send patient-identifiable
information outside the trust by
e-mail unless both the sender
and recipient are using an
NHS.NET email address. Email
from one xxx.wlmht.nhs.uk
to another xxx.wlmht.nhs.uk
Volunteering
The trust is in the process of placing new
volunteers around the trust. Pat McGrath,
volunteer services manager says, “We are
very lucky to have the calibre and skill mix
from the volunteers who have come forward.
Some volunteers are placed as ward visitors,
supporting ward activities or assisting with
groups organised by occupational therapy. We
have some volunteers with particular skills and
experience which enables some services to
offer a different range of activities.”
address is secure including email
between different trust sites.
• Be careful when forwarding
e-mail; check all previous
messages in the chain to ensure
that you are not passing on
information not intended for
the addressee; be particularly
careful about forwarding
patient-identifiable information.
• Beware of using “Reply to all”.
Your response may contain
material that is not appropriate
for everyone on the list.
• Avoid abbreviations, acronyms
or text speak
• Remember that under the
Freedom of Information
Act internal e-mail may be
disclosable to someone outside
the trust.
The trust will begin to recruit volunteers again
in the spring of 2009. Volunteer services can be
contacted on 0208 354 8366. Contact volunteer
services if you think a volunteer could
contribute to ward activities as part of the Star
Wards project.
THE HOT SEAT
Dr Nick Broughton
Clinical director for the West London forensic
service delivery unit and consultant forensic
psychiatrist at Her Majesty’s Young Offenders
Institute, Feltham.
Responsibilities at the trust?
Together with Andy Weir I am responsible for
managing the west London forensic services which
include women’s services, forensic adolescent services
and men’s secure services on the Ealing site. In addition
I am currently covering a colleague’s maternity leave
and am working at Feltham, both on the inpatient unit
and with the prison’s CMHT.
Career history?
I completed my medical school training at Cambridge
University and St Thomas’ Hospital in London. I then
joined the St Mary’s psychiatric training scheme and had a
number of senior house officer jobs in north west London
(including at this trust) and in Hertfordshire. I came to
work at WLMHT in 1997 initially as a clinical research
fellow, then as a senior registrar and was appointed a
consultant in 2000.
What did you want to be when you were at school?
I wanted to be a doctor from a very young age but at times
also had ambitions to become a marine biologist.
Why did you decide to specialise in psychiatry?
I was inspired during my psychiatry placements at
medical school. I really enjoyed spending time with
patients and getting to know them. I also realised that
what clinical skills I had centred around talking and
listening to patients.
Favourite part of the job?
Spending time with patients and seeing them progress.
I also really enjoy working with colleagues from
all disciplines and developing strong and effective
multidisciplinary teams.
Least favourite part of the job?
Time spent in front of my computer particularly receiving
and responding to emails.
What is your leadership style?
Hopefully I am approachable and inclusive. By this I mean
that I like to involve colleagues in decision making. I try
to empower and enable colleagues to perform their jobs
as effectively as possible and attempt to inspire people and
make them believe that their goals are achievable.
Describe yourself in four words?
Passionate, compassionate, thorough and calm (most of
the time).
What three things would you put in your Room 101?
Goats cheese, my inbox and litter.
What would improve your working life at the trust?
More time, less paperwork and better accommodation for
the patients in the Tony Hillis wing.
What are you most proud of that you have done at
WLMHT?
It is early days in terms of my managerial career, but I would
like to think that I am helping to improve relationships
between clinicians and managers. I am also proud of the
care that I have delivered to my patients especially those
who have been discharged and gone on to lead meaningful
lives in the community, and I would like to think that I have
helped give my patients a sense of hope.
What do you enjoy doing when you are not at work?
Spending time with my family, playing golf and skiing. I
am also a passionate Manchester United fan and one of
the highlights of last year was seeing them beat Barcelona
in the semi-finals of the Champions League.
Best piece of advice you have been given?
The first consultant psychiatrist I worked for at medical
school told me that to become a good psychiatrist you
should experience as much of life as possible. That way
you will be better able to understand your patients.
8 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 9

RIO V5
top tips
With the implementation of the new version of RiO next
month here is a checklist for staff and managers who use RiO:
Trust restructure
A personal perspective by Kelvin Cheatle,
executive director for workforce and environment.
1. Have you got a smartcard?
2. Do you know your passcode number for your smartcard?
3. Have you been trained on RiO V5?
4. Do you know who your champion user is?
5. Do you know only your manager/sponsor can change your
passcode on your smartcard if you forget it?
6. Have you made sure all your information has been entered on RiO
before cut-over on the 20 January?
7. Do you have your data capture sheets ready for cut-over?
8. If you are a manager/sponsor, have you been booked onto your
passcode changing training yet?
9. Do you have your “Best Practice Guide” for your smartcard and
know your responsibilities?
Retrospective CRBs
Since January 2004 new employees
to the trust and those moving
posts within the trust have had an
enhanced Criminal Record Bureau
(CRB) check as part of their preemployment
clearance.
Last year it was agreed by the
executive team that retrospective
CRB checks will be undertaken for
all employees that were already in
post in 2004 and have not moved
jobs internally since then.
In recent months these checks have
been done for staff based at the
Cassel, within London forensic, the
Ealing and Hounslow SDUs. This
means that checks are now due on
some staff from Hammersmith &
Fulham, Broadmoor Hospital and
corporate services.
Staff will meet with a member of
the recruitment team to complete
the CRB form and provide
acceptable ID documentation. The
completed form will be sent to the
CRB. The results of the disclosure
will then be returned to both the
member of staff and the Trust.
If a disclosure is returned with an
offence listed, a representative from
the HR Department and the line
manager will meet with the member
of staff to consider the case using
the following criteria and decide
whether further action is required:
• The nature / seriousness of the
offence and its relevance to
the safety of patients, staff and
property.
• The length of time since the
offence occurred.
For all the latest news on
RiO select the “service
developments” tab on the
front page of the Exchange.
Queries to the smartcard
team on 07890 208 818.
• Whether the offence was an
isolated incident or part of a
pattern of offending behaviour.
• Whether the applicant’s
circumstances have changed
since the offence was
committed.
• Any relevant information offered
by the individual about the
circumstances surrounding the
offence being committed.
• Whether the offence has been
previously disclosed.
This is a mandatory
exercise; if you have any
queries about this please
contact Sandra Gondo,
head of staff solutions, or
your HR Consultant.
Back in the 1980s, when I was
studying for a career in HR (it was so
long ago it was then called personnel
and training!) the management guru
of the day was Charles Handy. He
wrote books such as “Understanding
Organisations” and the “Empty
Raincoat” in which he talked about
the need for organisations to adopt
structures that suited their business
needs and adapt them as they went
along. He was very critical of structural
change for the sake of it and saw it
as a sign of organisational weakness
as it usually created instability and
confusion.
Change has become a way of life for
those of us who work in the NHS
and the NHS itself has been through
more reorganisations than England
has football managers. Although there
are changes all around us the trust
itself has actually had a remarkably
stable configuration by modern
standards for an extended period.
In 2000, when the merger between
Broadmoor Hospital Authority and
Ealing Hammersmith and Fulham Trust
was being put together, the forensic
and local services divisional structure
was designed and implemented when
the West London Mental Health
Trust was created in April 2001. That
structure lasted until 1 October 2008
when the new five service delivery
units were created; seven years of
organisational stability by modern
standards is quite a long time and
indeed, the trust’s current portfolio
of services, has remained largely
unchanged since the Hounslow Adult
Mental Health Services became part
of the organisation in April 2002.
So whilst we can all be forgiven for
thinking that structure is changing
every year, we have had a remarkably
stable period.
However, the creation of the five
service delivery units is a significant
shift in the way the organisation
runs. So, have we been guilty of what
Charles Handy called reshuffling of
the deck chairs, or have we sensibly
adapted the trust structure to reflect
the world we are now living in? Well
I like to think that we have taken
Charles Handy’s advice and sensibly
adapted the structure. There are
a number of compelling reasons
to do away with the old local and
forensic divisions. Firstly, they no
longer reflect the way money flows
into the organisation or the clinical
pathways through which our patients
proceed. It makes much more sense
to organise our services around the
way they are commissioned by PCTs
and other commissioning groups (as
in the case for the London forensic
and Broadmoor services) and the
geography or patch which our
services are serving (which of course
has always been the model for Ealing,
Hounslow and Hammersmith and
Fulham). The new arrangements not
only support the way the money
and the patients services flow, but
also our relationships with PCTs, local
authorities and other partners, around
those localities.
...............................................
the creation of the five
service delivery units is a
significant shift in the way
the organisation runs
...............................................
No change is without pain of course
and creating a universal model, where
older people services, CAMHS and
adults services sit side-by-side, in the
three London boroughs, has created
concerns for staff that their services
will lose their identity and focus in the
new SDU world.
To deal with those of course
necessarily means we have to become
quite creative in the structures that
exist below the SDU director level,
to make sure those services have
the right clinical representation and
management arrangements, to
ensure that they not only survive but
thrive in the new regime. It is equally
important that services like the Cassel
Hospital and the gender identity
services in Hammersmith also obtain
a high profile, as they are national
services, highly valued and respected
way beyond the boundaries of West
London Mental Health Trust.
The concept around the creation of
West London Mental Health Trust
in 2000 was that it became a large
speciality mental health trust that
provided the whole spectrum of
mental health services, across a broad
catchment area and a personal view
is that the creation of the five SDUs
is a better way of both protecting
the identities of all those services, but
making sure that they can navigate the
complex world around us successfully
in the years to come.
The board will be undertaking a full
evaluation of the structural changes
later this year to ensure that the
desired outcomes have been achieved.
10 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 11

Joint working conference
Report by Charlene Stephenson, communications manager
The second annual joint
working conference was
held recently.
The event brought together
representatives from the
Metropolitan Police, Thames Valley
Police, Crown Prosecution Service,
NHS Security Management Service
and clinical and non clinical staff of
the trust, to update the audience
on the progress of numerous joint
working initiatives.
“In order to deliver a high quality
of service to the community,
our staff and our service users,
we need to ensure the channels
of communication between our
organisations are always open. This
event will facilitate the exchange
of information surrounding
policies, resources and priorities
to generate a common agenda,”
said trust chief executive Simon
Crawford.
“Working in partnership is an
ever increasing priority,” added
chief superintendent Sultan Taylor.
“The police have, and will continue
to, improve officer training and
develop joint initiatives with
mental health service providers to
ensure we are working together
to improve services.”
The conference discussed the
development of numerous
projects that grew out of last
year’s conference, which include:
• Development of sensitive
prosecution procedures for
tackling crime committed on
trust premises.
• Standardised operating
procedures between WLMHT
and the police.
• The introduction of an
informative website.
• Establishing single points of
contact at various mental
health services as well as within
the police service.
• Promoting the joint trust’s
volunteer officers and the
Hospital Watch programme.
• A pilot programme which will
see a dedicated police officer
located at the trust, on Ealing /
St Bernards’ site initially.
Jim Tighe, the trust’s local security
management specialist and Carl
Dorey, acting systems manager,
introduced the new website. It
has been developed with the
express purpose of uniting tools
and resources valued to both the
trust and the police in a single
location. The site, which is nearing
completion, is designed to be
organic and as such, attendees
were asked to brainstorm
additional functions, which may be
added as the site grows.
The development of sensitive
prosecution procedures for
patients proved to be a focal
point of the conference.
Numerous speakers from the
represented agencies each
outlined their respective
perspectives and procedures,
followed by a panel discussion.
“The decision making process
to prosecute a patient is not
a one size fits all option. This
procedure has been developed
to ensure the most appropriate
people enter the criminal justice
system and filter out those who
should not,” commented Gail
Miller, associate director of risk
and violence reduction. “The
individuals’ circumstances must
be considered along with the
frequency, impact and severity of
the action.”
“Violence within wards is
unacceptable and the law should
apply to everyone equally, inside
the mental health system as
well as outside it,” stated Dr
Kevin Murray consultant forensic
psychiatrist. “While prosecution
may seem an extreme measure,
it is not always a straightforward
decision, nor the only available
option.”
Inspector Mike Partridge of the
Metropolitan Police, added, “There
are other options available, which
may be equally effective. For
instance, issuing a formal warning
can lead to behavioural change
and tracks a patient’s history, for
future risk management. However,
it is not a permanent record and
has no bearing on their future
undertakings.”
During the discussion panel a
common set of benefits seemed
to emerge.
• Prosecution demonstrates that
there are clear repercussions
for one’s actions and dissuades
violent behaviour.
• Staff will have access to a clear
and traceable patient history,
which can assist in future risk
management.
• By pushing forward, when
appropriate, the decision to
prosecute individuals who
assault others staff, patients and
visitors safety and well being is
recognised as a priority
• Everyone’s morale is buoyed
by the fact that violence is not
tolerated and their action has
effected change.
The day ended with an update
of the dedicated officer and
volunteer officer roles.
Special thanks were expressed
to Gail Miller and her team for
the excellent organisation and
facilitation of the conference,
which made it an enjoyable and
useful day for all.
12 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 13

Productive Wards
Report by Charlene Stephenson, communications manager
Last month Mental Health Matters
focused on Star Wards, a programme
which encourages innovative activities
with patients. In this edition of MHM,
we turn our attention to the Productive
Wards framework which aims to release
time to care.
The Productive Wards framework developed and
supported by the NHS Institute for Innovation
and Improvement offers a systematic way of
delivering safe, high quality care to patients
across inpatient services in mental health settings.
The feedback from acute hospital sites which
have implemented Productive Ward states that
the programme has exceeded their expectations
– they saw their staff empowered and enthused
to make changes to the way they worked. The
programme is about working smarter, not harder.
Productive Wards has identified the
following benefits:
• Delivers ward-based care that is as efficient
and effective as possible by empowering staff
to be more productive.
• Gives nurses back 10% of their time to spend
on patient care.
• Creates calmer wards and reduces patients’
complaints.
• Increases safety (shown in observation
reliability scores).
• Increases morale.
• Breaks down barriers between front line staff
and managers and between disciplines.
There will be Productive Wards road shows at
the trust in the coming month to help explain
the initiative to ward staff. Dates and further
information will be publicised through Monday
Matters, Team Brief and the exchange.
Work is also in progress for a dedicated page
for Productive Wards on the Exchange
The Campion ward team
The first phase of the programme will be
implemented in Kestrel ward, Area 1 ward and
Campion ward. These three wards will become
showcase wards and support productive wards
roll out across the trust over the next 12 – 18
months. It is the start of a new approach to service
improvement, rather than a project with a start and
finish. It is anticipated that the cycle of improvement
will continue to provide benefits in direct care
delivery year on year. Performance improvement is
tracked against four objectives:
1. Improve patient safety and reliability of care
2. Improve patient experience
3. Improve staff wellbeing
4. Improve efficiency of care.
The Trust has established a Productive Ward board
which oversees progress and pulls together other
initiatives that together will improve and sustain
improvement in inpatient areas.
To support the implementation
of productive wards, Una Kallis
has recently been appointed
as Productive Wards project
lead. She says, “Productive
Wards is a framework that
is implemented by the ward,
enabling nursing and therapeutic
staff to understand and see the
benefits of spending more time
on patient care. The core focus of Productive Wards
is to increase the time nurses have to deliver safe,
reliable care by improving core ward processes such
as safe and supportive observations, shift handovers
and medication.”
myworkinglife
Elbachir Chaker
Elbachir is the site security manager on
the St Bernard’s site working for the trust
and Ealing Hospital.
How long have you worked at the trust?
Six years
Your team?
There are six security officers on each shift (two shifts
per 24 hours).
What do you do?
I manage the site security services and car parking
management and assist both trusts in implementing
their joint green travel plan policy. I get involved
in trust inductions, informing new staff of the site
operational procedures and contact numbers. We
undertake internal and external foot patrols three times
a day and are responsible for areas such as locking and
securing departments through to checking cars for
permits and property on display while maintaining a
high security presence on the sites. We respond to all
emergency calls including fire alarms, intruder alarms
and panic alarms. Much of our time is taken up with
dealing with a vast array of other calls from staff and
the public, ranging from people losing money in the
car park machines, clamped vehicles, lost property to
helping staff finding car parking spaces and dealing
with incidents such as verbal abuse and aggression.
I work closely with the trusts’ local security management
services and regularly liaise with the police and
participate in crime reduction programmes. I also attend
various meetings including the travel plan meeting and
the estates and facilities health and safety meeting.
Favourite part of the job?
I love the fact that this is a very sociable job in which I
get to meet lots of different people. Last year, I worked
with the communications team in preparing and
assisting with a royal visit on the site. It was great to be
involved in something totally different, escorting royalty!
Least favourite part of the job?
The least favourite part of my job is the abuse received
from the public when enforcing the trust policies and
procedures.
Relationships with staff and the public?
I feel we have a good relationship with staff on the site
but we do suffer verbal abuse at times from others,
particularly in respect of car parking/clamping or when
dealing with difficult members of the public. This is a
part of the job which we are trained and skilled to deal
with procedurally and professionally.
What makes a good security manager?
I believe it is important to be hard working, levelheaded,
patient and calm. Also for me I have worked in
this business for sixteen years so have gained valuable
knowledge, skills and experience through the years in
dealing with various situations.
New year resolution?
To give up smoking.
Contacting the team?
As the team is not office based, the best way to contact
us is via bleep. The security supervisor on each shift
holds bleep 199. If you need to be escorted on the
site, please bleep 199. I am personally contactable on
bleep 127. For urgent response to incidents, we can be
contacted on extension 4000 but the police must be
contacted to attend any police related incidents.
14 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 15

FLU pandemic
Experts believe a flu pandemic is overdue.
The trust, like all NHS organisations is involved in
planning for the possibility of a flu pandemic.
Clinical
Focus
MHM spoke to Trevor Farmer, the trust’s lead for flu planning.
What is a flu pandemic?
A pandemic occurs when a new
influenza virus, which people have
no immunity to, emerges and starts
spreading as easily as normal flu,
resulting in several, simultaneous
epidemics worldwide with many more
people becoming ill and the mortality
rate being much higher. Unlike ordinary
seasonal influenza that occurs every
winter in the UK, a pandemic flu could
occur at any time of the year.
How often are there pandemics?
Pandemics have occurred around
every 20 to 30 years, but it has been
almost 40 years since the last one
happened.
How long does a pandemic last?
It tends to last for about 15 weeks
although it may be followed by further
‘waves’ during the following months.
How serious were previous
pandemics?
The most severe pandemic was the
Spanish flu of 1918-19, which spread
around the globe in around four to
six months and killed 40-50 million
people over two years. The highest
death rate was seen in people aged
20-45. The ‘Asian flu’ pandemic of
1957 and the 1968 ‘Hong Kong flu’
were much less severe. But they still
caused significant illness in young and
older people, and around 1-4 million
deaths between them.
How likely is it there will be
another?
Most scientists believe we are due
another pandemic, although no one
is certain when it will happen. There
are concerns that the bird flu strain
H5N1 may mutate into the next
pandemic influenza virus. Since it
emerged in 2003, more than 334
people around the world have been
infected, of whom 205 died. However,
most human deaths have occurred in
Asia, in communities where people
live in close proximity to poultry.
Human infection has been rare and
the virus has not acquired the ability
to pass easily from person to person.
However, the H5N1 virus could cause
a pandemic if it were to combine
with a human flu virus or adapt to the
human body and develop the ability to
spread easily among humans.
How prepared are we?
The World Health Organisation has
spearheaded the development of
contingency planning for a future
pandemic. It has published a global
influenza preparedness plan, and
also has a network of more than
one hundred centres that monitor
flu outbreaks around the world
and check for the emergence of an
unusual influenza virus.
National governments have also
drawn up contingency plans. The
UK’s national frameword for
pandemic flu sets out how
government and the emergency
services would try to limit the spread
of a pandemic to minimise the
damage it causes to people’s health,
the economy and society as
a whole.
What does the UK plan entail?
The government plans to stockpile
enough of the antiviral drug Tamiflu to
treat half the population. Although this
drug is not a cure, it should reduce
the severity of the infection and help
limit the spread of the pandemic
while a vaccine is developed.
Two major drugs companies are
contracted to develop vaccines
against the culprit virus. But it will
take several weeks or months after
the virus is identified to develop and
distribute these.
Other measures include ordering
14.7m courses of antibiotics to
treat infected people who develop
complications, such as pneumonia,
and buying around 34m disposable
respirators and 350m surgical
facemasks for health and social care
workers. A national flu helpline
will also be set up to give people
advice and identify those who need
antiviral drugs. To limit the spread of
infection, schools could be shut and
public gatherings may be cancelled.
Individuals may also being advised to
sneeze into tissues, which should be
disposed of as soon as possible, then
wash their hands.
What has the trust been doing?
Planning has been ongoing in the
Trust. We have been looking at a
number of issues such as how we
would maintain our supplies and
which of our services it would be
a priority to maintain with fewer
staff available and many ill patients.
The trust has worked up a plan
which includes input from each of
the SDUs and this plan is updated
regularly in light of guidance from the
Department of Health and from the
PCTs and other neighbouring trusts.
Safeguarding children
is everyone’s business
WLMHT is a child friendly
organisation. There are policies in
place at the trust to make sure we
are providing good quality care
for service users and this includes
safeguarding their children and
family. Children are welcome to
visit inpatients, provided the visit
is in their interests, and the trust
has been working to increase the
number of child visiting rooms and
to improve the ones already in place.
Cressida Zielinski, the trust’s
named nurse for child protection
says, “The needs of children must
be paramount, even if you are
working with adult service users.
It is crucial that you find out from
service users if they are responsible
for any children. If a parent is
hospitalised you need to think
about any children and the impact
this might have on them.
“Staff must share all information
or concerns they may have about
children so that we are all working
in their best interests. It is for this
reason that the trust has built up
robust connections with our local
authorities.”
Dr Clare Lucey has taken on the new role of trust wide named doctor for
safeguarding children and she will be supported by a local named doctor
from each of the SDUs. Once these appointments are made they will be
publicised. Dr Lucey says, “Safeguarding children is a crucial component
of delivering safe effective services in the trust. This has been recognised
through our named professionals, clinical leads, awareness training at
induction, the introduction of mandatory training, regular clinical audits and
a focus on building a supportive structure for good quality child visiting.”
“
If you have
a concern about a
child doing nothing
is not an option.
”
Lord Lamming
New safeguarding children
governance structure
The trust has recently reviewed its
safeguarding children governance
structure to bring it into line
with the restructure of the trust.
afeguarding children is now on
the agenda of each of the SDUs to
make sure it is an integral part of
all clinical work done.
For more detailed information please see
the safeguarding children section on the
Exchange which can be found under Trustwide
Information which is on the home page.
16 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 17

The good and bad
of mental health
Peter Seabrook and Reza Soltani are active members
of the highly successful Hounslow Hawks football team
for service users. Here they talk about their health and
the impact the game has had on their lives.
Peter
I have been involved with mental
health services of one kind or another
since the age of six. As a child
I was described as mal-adjusted and
diagnosed with ADHD. Thoughout
my childhood I attended a series of
special schools. I got worse as the
years went on and it all came to a
head four years ago when I had a
nervous breakdown and was admitted
to Lakeside Mental Health Unit.
My health has stabilised in recent
years mainly due to the medical care
and the medication that I am on.
However the one thing which has
really given me a focus and helped
me is my involvement with the
Hounslow Hawks. I used to get so
paranoid when I was around people
I didn’t know. It amazes me that I
am now motivated to come out to
training twice a week and I play in a
league match every month and don’t
really get paranoid at all these days.
More than anything I really enjoy the
camaraderie of the team. I used to be
agitated all of the time but now the
football is helping me to be calm off
the pitch as well as on the pitch.
The physical exercise I get makes
me feel good, I’ve lost a lot of
weight and I’m 100 times fitter than
I was as a teenager (at 41 I’m one
of the oldest Hounslow Hawks
players). I’ve been involved since
the summer of 2007 and have seen
the team grow from a few players
to two full teams these days –
male and female. I’m always up for
helping new players get settled into
the team as it gives me a sense of
achievement. At the end of last
season I was awarded manager’s
player of the season – which I’m
really proud of.
I am passionate about the team and
now my aspiration is to become
a football coach. I haven’t worked
for years so it is not going to be
easy but I have taken a step in the
right direction as I am attending a
coaching course in Feltham. I would
like to thank the coaches we have –
they are the most patient people I
have ever met – and they really are
helping to change lives.
Peter (left) and Reza
Reza
I was admitted to Roehampton
Hospital three years ago, with post
traumatic stress disorder as a result
of my years as a soldier in Iran. A
few years after coming to live in the
UK I had a nervous breakdown and
was in need of help.
Three years on I’m still attending
weekly counselling sessions but
the football has been a huge help
to me. I used to play in a team in
Iran when I was much younger
but hadn’t played for eight years
when I joined the Hawks. I’m
slowly starting to feel better and
really benefit from the physical
exercise and being part of a team.
The football makes me feel born
again – when I’m playing I really
feel happy. Being a member of the
team has given me the courage
to go back to college and study
the English Language and football
coaching. I hope this will give me
the opportunity to move my
life along.
moving
on up
Starters
Reverend Bob
Simmonds
has been
recently
appointed as
chaplain for
the trust. He is
committed to
working with the
most vulnerable
in society, having worked at HMP
Peterborough and Maudsley Hospital.
He says, “I understand that religion
can be daunting and people do not
like being preached to. Instead I try
to help people to find preciousness
and wonder in the mundane. The
chaplaincy at Broadmoor Hospital has
built a strong reputation amongst both
patients and staff alike as a friendly and
accessible resource for spiritual and
pastoral care and I hope to bring fresh
insight and energy to the team.”
A new catering management
team has been established at the
trust. Employed by ISS Mediclean
the team is responsible for the
management of catering around the
trust (excluding Broadmoor Hospital).
Pictured from the left is Mercy John,
catering administrator, Andy Smith,
head of catering, Mohan Parmar,
catering administrator and Giuseppe
Dispinzeri, catering manager.
Leavers
If you would like us to feature a colleague in moving on up
send an email to communications@wlmht.nhs.uk
Judith Miles
directorate
accountant
for corporate
services and the
DSPD leaves
the trust to
take up a role
at the University of Reading. Judith
has worked at Broadmoor Hospital
for the past thirteen years. David
Golding head of finance says, “Judith
is a well respected member of the
team as well as a good friend to
those who have worked for her and
alongside her at the Broadmoor site.
She has taught others a lot over the
years and her experience, knowledge
and friendship will be greatly missed.
Judith is also well respected by the
directorate teams for whom she has
worked over the years.”
Rory Hegarty,
deputy director of
communications,
has left the
trust after three
years. Rory will
particularly be
remembered as a
champion of antistigma
messages through the SHiFT
campaign, most recently launching a
schools project, Mind Your Head, in
October last year. Regular readers
will also recall his Mediawatch
column in which he cast a critical
and often sardonic eye over the
coverage of mental health issues in
the tabloid press. Rory is currently
interim director of communications
at Imperial College Healthcare
NHS Trust.
Hanna
Gottschling
has left her job
as training and
clinical governance
co-ordinator at
Lakeside having
worked in
Hounslow mental
health services in a variety of roles for
the past ten years. Hanna is moving to
work for the independent living team
in Heston and will also be studying
for a degree in social work. Hanna
told MHM, “I am sad to be leaving
Hounslow mental health services,
but I am not going far and will no
doubt keep in touch with many of the
friends I have gained at the trust over
the years.” Nicky Holdaway, director
of the Hounslow SDU added, “Hanna
has worked with Alice Parshall and I
for the last five years having been the
clinical governance co-ordinator and
taking an active interest in the trust’s
SHiFT campaign and World Mental
Health Day annually. I am sorry to see
her leave but pleased she is able to
pursue social work training.”
Ealing service
manager Mark
Jenkinson has left
the trust after 20
years to move to
Wales where he
has taken on a role
as service manager
for Wrexham Maelor Hospital. Mary
McCaffrey, sector manager says,
“Mark was really wonderful to work
with. He was an inspiration to all the
nurses and managers he worked
with, and popular with everyone, staff
and patients alike. Mark is someone
who always made himself available to
colleagues he was admired by all and
we will miss him terribly.”
18 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 19

Congratulations
A number of the trust’s domestic and
portering staff have been awarded
NVQs and Skills for Life. Pictured from the
left is Antonio Navalha (NVQ 2 cleaning
sciences), Rano Ganieva (NVQ 2 cleaning
sciences), Mavis George (NVQ 2 customer
care), Peter Middleton associate director
of estates and facilities who gave out
the certificates, Carlos Mendoza NVQ 2
(cleaning sciences), Amilcar Simoes NVQ
2 (customer care), Samuel Bello (NVQ 2
cleaning sciences) and Louis Stephens NVQ
2 (customer care).
Broadmoor secretaries win team of
the year award. The London directorate
medical secretariat team from Broadmoor
Hospital has been named team of the
year in awards run by the British Society
of Medical Secretaries and Administrators.
The team of seven medical secretaries
was nominated for the award by their
line manager Jacky Glover. She explains, “I
nominated them for the award because
they tirelessly work away in the background
and I would like their efforts to be
recognised by a wider audience and not just
those of us who know how good they are.
“They are highly valued members of the
clinical teams they work for and are a key
factor in the support of the delivery of
patient care. Team members work together
to ensure cover is provided at all times
and quite literally would do anything for
anybody and if they can’t they will find
someone who can.”
Technical Hero
Exchange system
manager, Andy
Burton, received
recognition for his
technical expertise
at the Sorce user
conference last
week. Sorce, who
are the software
providers for the
Exchange, said ‘we’ve taught Andy a few
things and he’s taught us a few as well’ and
presented him with their ‘Technical hero
2008’ award.
Andy and his colleagues in the Exchange
team are continually working to develop
new and improved functions on the trust’s
intranet. If you have any feedback or ideas
regarding current or future developments,
please email Vivienne Mowatt via
GroupWise.
Michelle Nielsen from Hounslow SDU
was short-listed as a finalist in the 2008
NHS Champions Award for her work
with the Hounslow Hawks, service user
football team. The Champions Awards, are
run by the King’s Fund in association with
the Evening Standard and NHS London,
in recognition of exceptional NHS staff
working in and around London.
Michelle said: “I am honoured and delighted
to have been nominated. The football
initiative means so much to me, but more
so to the service users. It has allowed them
to grow in confidence and has given them
the chance to play a positive role within
the community.” Michelle is picture with the
chief executive Simon Crawford.
Staff who received their NVQ 1 certificates
earlier in the year in cleaning sciences are,
Narinder Bansal, Carlos Alberto Bastidos
Mendoza, Garcia Estevao, Gladys Gadzanaki,
Kathleen George, Ricardo Goncalves,
Georgina Gymiah, Deolinda Rosa Marques,
Kalwinder Mehta, Antonio Varela Navalha
and Raj Rani Sidhu.
Jennifer Holmyard, support services
manager said, “The continued training has
given many of the domestic and portering
staff the confidence to move on with their
lives and in their jobs with staff progressing
into nursing positions recently with the
appointments of Rajen Dabee, Martin
Kubecka, Ambeka Chetri and Eric Gohou.
Two other members of the team Abdul
Rahim Dewan and Bibi Bhuttoo have
taken up positions as healthcare assistants.
Supervisors and managers of the domestic
and portering department would like to
wish them well in their new posts.”
Pictured from the left is Maggie Cole, Pat
Rufus, Sandra King, Maggi Branigan, Jenny
Meredith, Emma Collacott and Emma
McGurk.
Pictured is the trust’s most recent group
of preceptees, with head of allied health
professions Gemma Stanion (far left) and
executive director of high secure services
and nursing Grant Macdonald (far right).
This group of new nurses and occupational
therapists has recently completed the trust’s
preceptorship programme.
20 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 21

teamworks
The trust’s financial services
team is based on the Ealing
site and at Broadmoor
Hospital. They are responsible
for financial accounting,
What’s new?
Fiona I’Anson, head of financial services says,
“This summer we will be introducing a new
electronic invoice approval procedure. This
means that all invoices will first be scanned
by the team in finance, then electronically
submitted to authorised signatories for
approval via the Exchange alerts. This is an
exciting project that will lead to a reduction
in paperflow across all trust sites and will give
us a more efficient accounts payable service.”
(including producing the trust
annual accounts), accounts
payable, accounts receivable,
cash management, and patient
services at Broadmoor.
Where can you find out more?
The finance homepage on the Exchange
shows the full team structure and provides
updates on the invoice approval project.
The team will also be rolling out short
training sessions next year to cover some
core processes such as petty cash float
management, cash advance forms and how to
query invoices. If you have any ideas on what
other training may be useful in relation to
financial services or would like to be included
in a training session, please contact Fiona
I’Anson.
Pictured is Fiona I’Anson (centre, in blue top) and the financial services team in their new offices on the
first floor of the E block, St. Bernard’s site. All extension numbers and contact details remain the same.
Financial services
Return readership questionnaire to:
Communications department,
West London Mental Health Trust,
Trust headquarters, St Bernard’s site
Uxbridge Road, Southall,
Middlesex UB1 3EU
22 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 23
!

MHM
readership survey
To help shape the future of Mental Health Matters
and the trust’s internal communications with staff,
it would be helpful if you could please fill in the
readership questionnaire and send it back to us.
About you
Name _______________________________________________________________________________
Email _______________________________________________________________________________
Where are you based mainly? ________________________________________________________
What best describes your area of work? _______________________________________________
_____________________________________________________________________________________
About Mental Health Matters
How much of MHM do you usually read?
All of it most of it about half of it hardly any of it I don’t read any of it
Which parts of MHM do you like best?
Simon Says news items about service developments a-z of sites The Hot Seat
My Working Life Spotlight on Research Teamworks Clinical focus
The Good and Bad of Mental Health
Moving on Up
What do you like best about those pages? _____________________________________________
Are there any parts of MHM which you do not like? ____________________________________
What don’t you like about those pages? _______________________________________________
Would you like to see anything different in MHM? ______________________________________
Trust communication
Where do you find out about what is going on at the trust?
MHM email noticeboards team meetings / manager The Exchange
trust website colleagues
How easy or difficult do you find it to access information at the trust?
Very easy fairly easy neither easy or difficult fairly difficult very difficult
Do you feel that you know about major developments / projects in the trust? _____________
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Do you have any further comments about communications at the trust? _________________
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