Annual Review

2014-15

NHS and Social Care Partnership TrustKent and Medway

Visit us at www.kmpt.nhs.uk

Annual Review

2014-15

NHS and Social Care Partnership TrustKent and Medway

Visit us at www.kmpt.nhs.uk

Introduction by our ChairmanHere at Kent and Medway NHS and Social Care Partnership Trust, webelieve in changing lives through giving excellent care that improvespeople’s mental health. We aim to make it as easy as possible for peopleto get the NHS healthcare they need at the right time, in the rightsetting and with the right outcomes.

This year, we have made great progress with developing our servicesand also improving the quality of our buildings so that they provide agood, therapeutic environment and we have started to reduce our sitesso that we develop larger, better quality community hubs and in-patientcentres. Perhaps the most exciting development in this area was theopening of Upnor ward at the Priority House site in Maidstone, where itinterlinks with existing acute mental health services. It was the firstpermanent mental health unit in the NHS to use an innovative newbuild process; which is a mix of modular construction methods andtraditional techniques. The 18-bedded ward provides en-suite rooms foradult service users requiring mental health treatment in an acute

setting. Upnor replaced Emerald Ward, A Block, which was at Medway Maritime Hospital.

Another notable development in our estate improvement programme was the full upgrade of the136 suite at Priority House in Maidstone. The suite is available as a place of safety for people whoare detained under Section 136 of the Mental Health Act 1983 (amended 2007). In 2014 thebuilding underwent a complete refurbishment including installation of CCTV, new furniture and anew kitchen area. Most importantly; police officers now access the suite from the back of thebuilding, which supports the dignity and privacy of the person being detained. The suite now has

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Andrew Ling, Chairman

modern, up-to-date facilities for West Kent and Medway patients and provides a safe, fit-for-purpose environment. We are now progressing plans to upgrade similar suites throughoutthe county.

Patient safety is always high on our agenda and we have worked hard to reduce the number ofrestraints and falls with one of our improvement priorities being to continue to reduce thenumber. It is always a boost to be nationally recognised and in July last year we won a prestigiousnational award. The HSJ Patient Safety and Care Awards recognised KMPT’s Safeguarding,Managing Risk Tool (SMaRT) as being the most impressive initiative which has made patient caresafer and of a better quality. SMaRT has led to general nursing staff working much more closelywith mental health professionals and potentially saving lives. It was developed following anincreased need to take patients’ mental health into account in a general hospital setting in thesame way as physical symptoms.

I am always enthused and energised by the professionalism and hard work of our staff, ourexecutive directors and non-executive directors and would like to take this opportunity to thankthem all for their continuing commitment and support. I hope that you find the information inthis review useful. For future updates see our website www.kmpt.nhs.uk or follow us onTwitter @kmptnhs

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Andrew LingChairman

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Who we areWe specialise in caring for people with a wide range of mental health needs including substancemisuse, forensic and other specialist services.

Kent and Medway NHS and Social Care Partnership Trust (KMPT) was formed in April 2006 after themerger of East Kent NHS and Social Care Partnership Trust and West Kent NHS and Social Care Trust.

The area covered by KMPT is very mixed with some parts being greatly affluent while others aremore deprived. The county has a population of 1.7 million, which is spread across 1500 square miles.

What we provide

We provide a number of different mental health services to people aged over 14 living in Kent andMedway. Our services are more specialised than services provided by your GP. Most of our mentalhealth services are more provided through:

• Community based teams• Outpatient clinics• Inpatient units

Staff Award winners 2015

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If you would like to find out more about any of our services, where they are located and how tocontact them, please visit www.kmpt.nhs.uk

Or telephone us on: 0300 222 0123.

This year we…• Continued to develop and transform the way in which we work to provide modern, dependable

services to meet the needs of the people within the varied communities that we serve• Carried out work on behalf of eight local Clinical Commissioning Groups (CCGs), Kent County

Council and NHS Specialist Commissioning• Had an annual budget of £178 million for provision of mental health services throughout

Kent and Medway• Employed 3,318 staff and 228 seconded staff • Had an estate comprising of 83 buildings on 47 sites.

Our vision and valuesDuring 2013-14 we worked hard to continue to embed our vision and values, which are key to theway in which we work and care for our patients.

Our vision is to deliver excellent care personal to you, delivering quality through partnership.Creating a dynamic system of care so people receive the right help, at the right time, in the rightsetting with the right outcomes.

Our values are:Respect – we value people as individuals; we treat others as we would like to be treatedOpen – we work in a collaborative, transparent way

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Accountable – we are professional and responsible for our actionsWorking together – we work together to make a difference for our service usersInnovative – we find creative ways to run efficient, high quality servicesExcellence – we listen and learn to continually improve our knowledge and ways of working.

Our governanceWe have a very strong governance framework that comprises of a number of sub-committees andworking groups. These feed into Trust-wide groups that then feed into one of five Board committeesthat report to the Board. The Board committees are: Quality, Integrated Audit and Risk, Workforceand Organisational Development, Remuneration and Terms of Service and Finance and Performance.

Our staffWe value our staff and encourage them to play an active part in the development of our services.Staff and organisational development is a key enabler to excellent clinical services, and focus wasgiven over the course of this year to supporting change and transformation, and creatingopportunities to encourage clinicians to work and lead collaboratively.

A series of successful events including workshops and leadership suppers started conversations in thisarea. We have also seen our first graduates from the NHS Leadership Academy programmes, which isexciting, and again had nominations in two categories at the Kent, Surrey and Sussex LeadershipAwards. The staff forum and clinical cabinet continue to be key meetings within the organisation.

We understand that two-way communication is essential and have improved the ways in which wecommunicate with our staff as well as making sure that they have got plenty of opportunity toexpress themselves. During the year staff took part in several webinar sessions hosted by the chiefexecutive and the executive management team held several staff drop-in sessions across ourvarious sites.

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The communications team worked with staff from across the Trust to gather news about theirwork and achievements. You can read about some of these achievements in the section ‘successand achievement’ on page 13.

Clinical strategyKMPT developed a clear vision and clinical strategy three years ago and have refreshed it with ournew commissioners since then. The strategy has four key strands:

1. Providing services in the community to reduce the number of people who need inpatient careand support the length of stay being as short as possible. Progress in this area has includedstarting intermediate day treatment services - growing liaison services to provide more timelysupport for people and increasing home treatment.

Establishing a recovery approach across the Trust ensuring our care planning and ourinterventions are focused on what matters to each service user for recovery. Keeping peoplesafe is crucial but we want all our services to go beyond that and to have clear recovery goals.

Improving the quality of all our services, this includes a real need to address theenvironments. During the past three years we have built new wards in Canterbury and a newmodular ward in Maidstone. As part of the improvement plan, older people’s services will beimproved at the same time as our IT, which will enable better mobile working and technologyto support care across our catchment area.

2. Expanding our specialist services – this includes distributing the expertise in such services intoour community and acute service lines. Wider services for those with personality disordershave already been developed and opportunities in forensics and other specialist areas such asAttention Deficit Hyperactivity Disorder, (ADHD) have been identified.

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Clinical CabinetTwo years ago we set up a clinical cabinet to strengthen the clinical voice across the Trust and builda culture of clinical leadership and innovation. The Cabinet is now supporting the local leadershipgroups where clinical focus is on local issues and generating solutions and redesign. We used aTransformation Programme to make sure the clinical voice and evidence is delivered by projectmanagement. We have also increasingly built data driven methods; now supported by a new datasystem insight, which will give clinicians and managers more real time intelligence on caseloads,length of stay and outcomes to inform their change programmes and their ideas.

TransformationIn 2014–15 we completed a second year of ourTransformation Programme. A majordevelopment was the establishment of a mentalhealth contact service for service users, theirfamilies and carers, professionals and the public,to access us at any time using a single telephonenumber.

We are currently planning on improving thisservice over the next year to develop a mentalhealth contact and response service. The servicewill be staffed by health care professionals whoare ‘ready to treat’ and able to make informeddecisions about the most appropriate next stepsfor an individual. Priority House

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The clinical team will be able to make decisions about eligibility and urgency of need. They willtele-triage the referral to determine the next steps, which may include onward booking of anappointment or signposting to another service that could better meet a person’s need. Thesechanges will transform the experience of those needing a mental health response.

Our estateThis year, we have made great progress with improving the quality of our buildings so that theyprovide a good, therapeutic environment and we have started to reduce our sites so that wedevelop larger, better quality community hubs and inpatient centres.

One of the most significant development in this area during the year was the building of Upnorward at the Priority House site in Maidstone, where it interlinks with existing acute mentalhealth services. It was the first permanent mental health unit in the NHS to use an innovativenew build process; which is a mix of modular construction methods and traditional techniques.The 18-bedded ward provides en-suite rooms for adult service users requiring mental healthtreatment in an acute setting. Upnor replaced Emerald Ward, A Block, which was at MedwayMaritime Hospital.

Another notable development in our estate improvement programme was the full upgrade ofthe 136 suite at Priority House in Maidstone. The suite is available as a place of safety for peoplewho are detained under Section 136 of the Mental Health Act 1983 (amended 2007). In 2014 thebuilding underwent a complete refurbishment including installation of CCTV, new furniture anda new kitchen area. The suite now has modern, up-to-date facilities for West Kent and Medwaypatients and provides a safe, fit-for-purpose environment. We are now progressing plans toupgrade similar suites throughout the county.

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Service users and carersListening to service users and their carers has remaineda high priority during 2014-15. In January 2015 KMPTwon an award for patient engagement from the Kent,Surrey, Sussex Academic Health Science Network (KSSAHSN). The ‘Outstanding Patient Engagement, MentalHealth Providers’ award’, one of a number given toground-breaking and high-achievement clinical teamsand innovators in the region, recognised the success ofa survey sent to people who have used the Trust’sMemory Assessment Service.

We have employed peer workers across the Trust withvery encouraging feedback. We are one of four Trustsin the country engaging in the training for OpenDialogue; an innovative approach based on engagingservice users, friends and family right from the startand with peer working as a key component.

Several other initiatives to develop partnership andengagement took place during the year under theumbrella of ‘Listening, Learning and Improving’. Thework of the Expert by Experience group has continuedwith the community services feedback form and a newmethod of reporting back to the community mentalhealth teams. The action plan relating to the

Physical Health Team

Dr Vicky Clark, Consultant Psychiatrist andTom Philips, Non-Executive Director at thestaff awards

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Appreciative Inquiry into care planning has also continued to be monitored by the group, withwork taking place around all 14 of the recommendations.

At the request of service users and carers, KMPT established Carer Consultative Committees in Eastand West Kent to complement the work of the existing Patient Consultative Committees. Each ofthe five committees has a representative from the Executive Board to highlight the work of theorganisation at every meeting. The committees also give service users and carers the opportunityto raise issues with the Trust and seek assurance that their voices are heard.

In June 2014 KMPT held its second customer care week with a variety of initiatives and eventstaking place across the organisation aimed at highlighting the relationship that staff have withservice users, carers, partner organisations and each other.

A carer survey, which was designed with input from carer organisations across Kent and Medway,proved to be very successful. The survey is currently being repeated so that the organisation canassess any changes in carer views as a result of actions taken relating to the feedback received.

KMPT has been using the ‘Friends and Family Question’ for some time and from January 2015 theresults began to be shared with the Department of Health. The feedback has been generally verypositive and provided staff with a real insight into the patient’s experience of their services.

Our performanceWe have set out our performance against a number of our most significant Key PerformanceIndicators in the following table. These Key Performance Indicators are regularly reported to theTrust Board as part of the Integrated Quality and Performance Report. There are other KeyPerformance Indicators which apply to a range of Trust services. These are regularly monitoredthrough our internal performance management meetings to create accountability at all levels ofthe organisation. Externally there is also a wide ranging set of performance metrics which aremonitored by CCG commissioners through our performance review arrangements.

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Key Performance Indicator 2014/15 Year End Target Local / National

Admissions gatekept by CRHT (%) 100.0% 90.0% National

CPA 7-day follow-up (%) Enhanced Only 96.1% 95.0% National

Delayed transfers of Care (Monitor/Care Quality Commission) 5.6% <7.5% National

MHMDS completeness (Monitor definition, %) 90.3% 50.0% National

Adults having received a 12 month CPA review (Monitor Definition, %) 95.0% 95.0% National

Meeting commitment to serve new psychosis cases by early intervention teams 127.9%

100.0% National

Certification against compliance with requirements regarding access to health care for people with a learning disability Compliant

Compliant National

Adults with CPA care plans (%) 95.5% 95.0% Local

% of patients with valid CPA care plan or plan of care 91.5% 95.0%

Emergency readmissions within 28 days (younger, %) 9.8% <5% Local

Emergency readmissions within 28 days (older, %) 5.2% <5% Local

Length of stay (younger, days) 30.3 <25 Local

Length of stay (older, days) 78.2 <52 Local

Referral to assessment within 4 weeks 83.9% 95.0% Local

18 Weeks referral to treatment 90.8% 95.0% Local

% Reviews undertaken within the maximum cluster review period 69.4% 95.0% Local

% of service users assessed with cluster assigned 91.0% 95.0% Local

Key Performance Indicators

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Success and achievementOver the last twelve months we have celebratedsuccess and achievement across the Trust in awide variety of ways. Below are a selection ofstories that illustrate the work that we aredoing and the results we have achieved.

Award for fire setting researchWe proved that we can lead the way nationallyand internationally when it comes to researchafter receiving an award for our ground-breaking work into fire-setting behaviour. Theaward was given as part of the University ofKent’s Research Prizes competition for work ledby Professor Theresa Gannon and carried outwithin The Faculty of Social Sciences.Collaborating with the University of Kent andother agencies including Kent Fire and RescueService (KFRS), we developed a fire-settingintervention group programme for mentallydisordered offenders which has been rolled outacross 15 forensic mental health servicesincluding low, medium and high-security sites.Six prisons have also expressed interest.

Sites running the Fire-setting Intervention

Lona Lockerbie

Lona Lockerbie, Andy Danton (KFRS) and Theresa Gannon

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Programme for Mentally Disordered Offenders (FIP-MO) include: TGU’s Allington Ward;Broadmoor; Newton Lodge; Hellingly Centre; Guild Lodge; Arnold Lodge; Brockfield House;Ravenswood House; Vista Healthcare; Alpha Hospital Bury; Roseberry Park Hospital; Ardenleigh; StAndrews Healthcare; Dewnans Centre and Stockton Hall. This accounts for a total of 20 FIP-MOgroups being run across the country with approximately 90 male and female patients taking partby the end of the pilot’s completion in April 2015.

We are extremely proud of this research as there is no nationally adopted fire-setting programmethat has been properly evaluated. KMPT and Kent are now recognised as the national leaders infire-setting research.

Dementia assessment services inShepway achieve ‘excellent’ accreditationShepway’s Memory Assessment Service has beenaccredited as ‘excellent’ by the Memory ServicesNational Accreditation Programme (MSNAP).The ‘excellent’ accreditation was given for thedementia assessment and diagnosis services runby Kent and Medway Social Care PartnershipTrust (KMPT) in Shepway. The accreditation wasratified by the Royal College of Psychiatrists’Special Committee for Professional Practiceand Ethics.

The team is delighted with the accreditation.The MSNAP accreditation process is a thoroughand intensive check of all aspects of service

Left to right: (Seated) Dr Kalidindi, Dr Dalvi,Laurie Hudson. (Middle row) Anneli Gower, Dr Kachroo,Natalie Wanstall, Michele Woolford, Yvette Kusel,Christina Godden. (Back row) Stacie Eilertsen,Paula Allen, Bev Smith, Mike Hastings, Tina Howard.

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provision including the views of people withdementia, carers and families, staff andreferring agencies.

To achieve accreditation requires extensive datacollection and audits, a self-review process thatchecks the service against the MSNAP standards,gathering and providing evidence on meetingthese standards as well as presenting theevidence to a visiting team of service users,carers and professionals from the Royal Collegeof Psychiatrists/MSNAP team. Their findings arethen scrutinised by the multi-professionalaccreditation committee and signed off bythe standards board of the Royal Collegeof Psychiatrists.

Growth of ‘human library’We now have a ‘human library’ dedicated tomental illness. The idea was the initiative ofDawn Hyde who went from being a mum to acarer overnight when her 18-year-old daughterbecame mentally ill with psychosis. With noexperience of mental illness in the family, Dawndesperately wanted to hear from other peopleabout how they coped and listen to someonewith an illness similar to her daughter’s. Live it Library: Dawn Hyde - mum, carer and volunteer

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It was this desire to listen to other people’s experiences that led to Dawn, a Carers Carer and Trustvolunteer, coming up with the idea of the Live it Library – a ‘human library’ dedicated to mentalillness that could be shared on the internet.

Now there are 50 stories or what Dawn calls ‘books’ in the Live it library covering everythingfrom bi-polar disorder to depression and abuse. Interviewees include carers, Trust staff and serviceusers themselves.

Live it Library is the first project of its type and, since the first live event in August 2012, thefeedback has been very positive. We are now using the videos as a training tools and Dawn has

also received enquiries from two universitieswho are interested in using the library as aneducational and learning tool.

The Live it Library is a collaborative projectbeing hosted on our website between Live ItWell (Kent County Council) and Kent andMedway NHS and Social Care Partnership Trust.

Dover team exceeds recovery targetsand looks to expandIn just eight months, the Dover-based PrimaryCare Psychology Therapy Service (PCPTS)improved its recovery targets by more than 10per cent. There is currently no-one waiting foran assessment and no service user has to waitlonger than 28 days for treatment.

Front row: Heidi Nolan-Bryant, Francis McQueen,Fiona O’Brien, Amanda Page, Emma Scott,Debbie Timson, Sonja Plaschka, Marguerite McKinney,Julie Carter and Matt Goss. Back row: Adina Dobre,Paul Anderson, Jay Brown, Tim Toon, Dave Smith,Chris Philpott, Gareth Abbey and Jackie Garnett

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The 26-strong team, one of six primary careteams across Kent and Medway, offers a rangeof therapies to adults who present withconditions such as anxiety, depression andtrauma. The service is linked to GPs’ surgeries,with a counsellor in each practice, and serviceusers can now self-refer for short-termtreatments and intervention work such ascounselling, CBT and mindfulness work. Onaverage there are 260 referrals per month.

Currently offering services in Dover, Deal andSandwich, the team is now looking to expandinto Folkestone and Thanet.

Service users choose Cherrywood asnew name for wardAfter suggesting that a new name was neededfor the new Sapphire Ward, service users wereasked to choose and they came up with thename Cherrywood. The unit, now part ofLittlebrooke Hospital in Dartford, is a 16-bed,mixed acute ward.

In December 2013, Sapphire ward moved to itscurrent location and became a mixed ward, in thepurpose-built facilities of the Littlebrooke

Karen Dorey-Rees and Mike Curtin

Angela Shorter cutting the cake

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Hospital in Dartford. There are now 16 en-suitebedrooms, large and modern communal areas,dedicated OT facilities and an enclosed courtyard.KMPT staff continued meeting with stakeholdersfrom Medway to ensure that the ward moveprogressed as smoothly as possible with the leastdisruption to service users’ experience.

New alcohol service for MedwayThe A&E Alcohol Service was a new service setup for Medway Maritime Hospital during thecourse of the year. The service works withpatients with a wide range of needs who areidentified as having a potential alcohol-relatedconcern in the A&E department.

Its aim is to alleviate the pressures on A&E andreduce hospital admission through pointingpatients ‘in the right direction’ and hopefullyreducing hospital admissions by up to 8%.

The service was set up by clinical nurse specialist,Lisa Purland. She had worked in Bridge House,acute and forensic mental health wards formany years and seen the impact that addictionhas on the individual and those around them.

Consultant for A&E Brendan Conway, Alcohol ClinicalNurse Specialist (ACNS) Emma White, Dr Jessica Rogers,Sister Vanda Barr, ACNS Lisa Purland

Emma White and Lisa Purland

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Highlands House improvements getapproval from service users and staffNew clinical rooms, an accessible reception areaand a new family suite are just some of theimprovements that enhance the experience ofservice users who come to Highlands House inTunbridge Wells.

Highlands House is home to a wide range ofservice lines including Adult and Older Persons,Psychology and Specialist Psychotherapy Service,Learning Disabilities and Early Intervention forPsychosis with well over 100 staff based there orhot-desking from the building at any one time.Staff were fully consulted by the Estates team atevery stage of the improvements which took

three months for the first phase and were completed on schedule.

Highlands House is one of the first buildings in the Trust to have a glass-free reception andcomments have already been received from service users who say it’s more friendly than before.The two new clinical rooms, located on the ground floor so they are accessible, are used forphysical health checks. Another important improvement for service users is a duty family suitewhere distressed service users and their families or friends can wait before being seen, rather thanwaiting in reception.

Highlands House is located in a conservation area in Tunbridge Wells and was originally twoprivate, semi-detached villas which were later joined together. Their design was influenced by the

Back left: Stafford Corbett-Smith, Jane Manser andDr Peter KnynenburgFront Left: Clare Lux, Sara Chilvers, Penny Funnell,Valarie Overton and Sarah-Jane Parker

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well-known architect Decimus Burton. Thebuilding was a maternity home in 1925, and anNHS Health Authority nursing home in 1987.

Patient portalExploring the unknown, discovering new thingsand pushing the boundaries of what’s possibleare all reasons that contribute to a continuedfascination in outer space. The portal is a secureweb site that provides patients with 24/7 accessto a variety of personal health information fromanywhere with an Internet connection. Journeyinto the portal and discover for yourself theopportunities for: enhancing patient care;improving patient to Trust communications;

and empowering patients to embrace new frontiers by becoming actively involved with their owncare planning.

The patient portal is intended to meet all Trust core values and, more specifically, through theportal our service users will benefit from:

• Having increasingly greater control over their care, their records, and how their informationis shared

• Be more able to involve carers and family in their care• Have additional choice in how they access and consume services.

Visit the portal at: my.kmpt.org

Visit the portal at: my.kmpt.org

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All wards to benefit from ‘safe activitiesin a box’ initiativeAn initiative started in Canterbury that helps tosupport engagement with service users duringevenings and weekends has been rolled outacross the Trust. Part of the ‘Safe Wards’initiative, the ‘Safe activities in a box’ project hasbeen successfully running in the wards atSt Martin’s and funding has been secured somore service users can now benefit.

Each activity in the box has been risk assessedand graded green or amber. There is a full set ofinstructions for each of the activities whichrange from simple, safe crafts that staff canfacilitate with individuals up to group quizzesand games.

The activity boxes are a fantastic way to engage service users in meaningful activity on the wardwhen therapies are not available. They can act as the first point of call in re-building confidenceand motivation in service users who have disengaged from meaningful occupation due to illness.They promote the Safe Wards ethos and assist in providing a safe, inclusive and supportiveenvironment where service users and staff work together.

KMPT Occupational Therapy staff have been delivering the activity boxes to each ward and willgive advice on their use. The aim is for each ward to take responsibility for the set of boxes theyare given, ensure that items are stored correctly after use and that stock items are replenished.

Successful delivery: Evri Anagnostara,Cherrywood Ward Manager and Natalie Boorman,Senior Occupational Therapist

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Our environmentWe are committed to tackling climate change and one of the most effective ways of tackling this isby reducing our carbon emissions. National drivers, such as government and NHS targets and theCarbon Reduction Commitment, as well as local drivers, encourage us to manage our carbon.

The Trust’s progress is monitored through the Sustainable Development Management Plan. It setsout a strategy for emissions reductions and cost savings from those carbon emitting activities thatKMPT can monitor and influence.

In 2009-10 the Trust had an objective to achieve a minimum 15% reduction on carbon utilisationby 2015-16 and we pleased to announce that, 2013-14 data shows a 27% reduction in carbon has

exceeded the 15% target initially set by theCarbon Trust. This can be partly attributed tothe huge efforts by staff across Trust as well as adedicated Estates team who help inmodernising the estates through theTransformation Programme.

On another positive note, the Trust entered intoa major flagship contract, the EnergyPerformance Contracts with SKANSKA to helpdrive the carbon reduction. The Trust still has along way to go to embed sustainability into theservices and processes to ensure that we reducecarbon.

The Green Champion initiative has been centralto the carbon reduction with team members

Left to right: Emily Harris, Gemma Courtney,Lisa Beerling and Sustainability Manager, Sirina Blankson

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The Global Day for Action for the Environment

driving campaigns around Kent and Medway.There are now 80 Green Champions – twice asmany as the year before.

These Champions develop small projects acrossthe Trust which all contributed to the target.The Champions also worked with the Estatesteam and found that some of the olderbuildings were very carbon intensive.

Recycling has been stepped up and there is100% recycling in place across the Trust. TheProcurement team is making sure all paperpurchased is recycled and carries the FSCaccreditation. Events such as Bike Week, andWalk to Work Week offer the opportunity forstaff to get involved.

Published date September 2015 KM429

Patient Experience TeamIf you have a concern about your care and treatment, but feel unable to speak to the staff providing your care, or if you just want some information about local

the numbers listed below.

East Kent 0800 783 9972

West Kent & Medway 0800 587 6757

Email: patientexperience@kmpt.nhs.uk

Complaints and complimentsIf you are pleased with our service, or unhappy, please talk to our staff - we welcome your feedback. If you

wish to make a formal complaint, you can write to our Chief Executive.

thoroughly investigated.

Write to: Chief Executive Trust HQ, Farm Villa, Hermitage Lane,

01622 724121

East Kent: 0800 783 9972

West Kent & Medway: 0800 587 6757

Email: patientexperience@kmpt.nhs.uk