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TO PROVIDE A FRAMEWORK FOR THE TRUST TO SUPPORT COLLEAGUES WITH PERFORMANCE IMPROVEMENT CONCERNS; ENCOURAGING COLLEAGUES TO ACHIEVE EFFECTIVE WORK STANDARDS AS DESCRIBED IN THEIR JOB DESCRIPTION AND THE TRUSTS STAFF CHARTER.

This Standard Operating Procedure (SOP) describes the operational aspects of managing referrals from point of entry into Children and Young People's Mental Health Services (CYPMHS) to discharge from service. Including relevant referral pathways depending on priority and / or signposting on to other services. ‘Future in Mind’ calls for all services in supporting children and young people to work together to: Place the emphasis on building resilience, promoting good mental health, prevention and early intervention Simplify structures and improve access Deliver a clear joined up approach Harness the power of information Sustain a culture of continuous evidence based service improvement Make the right investments

This Policy, which covers the disposal of surplus / damaged / obsolete / condemned assets, has been developed by the Deputy Director of Finance for the attention of all managers in accordance with the Trust’s Standing Financial Instructions (Policy F02), and the Scheme of Reservation and Delegation of Powers (F03), which are available to view via the Trust’s intranet

This Standard Operating Procedure (SOP) supports the process of identifying the correct Document Title for Medication Prescriptions being uploaded onto EMIS Web, ensuring a safe and efficient approach is always achieved when uploading medication prescriptions allowing for the correct and most up to date prescription to be selected when administering medication

Effective and timely investigation and response to any negligence claim. Reduce the incidence of adverse impact of claims by adopting a prudent risk management approach.

To provide a framework to support the effective management of personal relationships at work, so that personal relationships between colleagues or between colleagues and patients / service users do not compromise their work or lead others to believe that they might

This plan covers the following: • A major incident which affects the local community. • A major incident which threatens the continuity of critical Trust services. • A major incident which affects our health services • A multi-agency major incident requiring a coordinated health service response The plan is supported by additional plans and business continuity plans at divisional and local levels.

WORKFORCE SHARING (MOBILISING COLLEAGUES) IS IN ESSENCE MOVING COLLEAGUES FROM ONE AREA TO ANOTHER. EFFECTIVE WORKFORCE SHARING (MOBILISING COLLEAGUES) ENSURES APPROPRIATE LEVELS OF COLLEAGUES ARE AVAILABLE TO DELIVER SAFE, HIGH-QUALITY CARE TO PATIENTS AND SERVICE USERS. WORKFORCE SHARING CAN BE NECESSARY FOR A VARIETY OF REASONS FOR EXAMPLE STAFFING SHORT FALLS AND DURING BUSINESS CONTINUITY.

This policy is intended to assist with the reduction in fatal and non-fatal pulmonary emboli and reduce the incidence of deep vein thrombosis in patients admitted to Community Services Division bed based services, through the effective use of thrombo-prophylaxis.

The objective of this policy is to describe the framework for managing Clinical Audit.