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Managing Delayed and Missed Visits Policy

1. Purpose

The purpose of this policy is to ensure that all scheduled visits to people we support are carried out on time, and in cases where a visit is delayed or missed, there is a clear and effective response plan in place to minimise disruption and ensure the safety and well-being of people we support.

This policy supports compliance with the Health and Social Care Act 2008, the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, the Care Quality Commission (Registration) Regulations 2009, the Care Act 2014, the Mental Capacity Act 2005, the Equality Act 2010, UK GDPR and the Data Protection Act 2018. It is particularly relevant to Regulation 9, person-centred care; Regulation 10, dignity and respect; Regulation 11, need for consent; Regulation 12, safe care and treatment; Regulation 13, safeguarding service users from abuse and improper treatment; Regulation 16, receiving and acting on complaints; Regulation 17, good governance; Regulation 18, staffing; and Regulation 20, duty of candour. It also supports compliance with CQC Registration Regulation 18, notification of other incidents, where a delayed or missed visit results in, or may have contributed to, a notifiable event.

This policy aims to:

• Prevent delayed or missed visits by implementing a robust scheduling system.
• Ensure immediate action when a visit is delayed or missed.
• Ensure that any delay or missed visit is risk assessed in line with the person’s care plan, medication needs, nutrition and hydration needs, communication needs, capacity, safeguarding risks, and any known health conditions.
• Communicate effectively with people we support and families in such instances.
• Minimise disruption by having contingency plans in place.
• Monitor, report, and investigate incidents of delayed or missed visits.
• Implement continuous improvement measures to prevent future occurrences.

2. Scope

This policy applies to:

• All staff members, including care workers, team leaders, and management responsible for scheduling and delivering care.
• People we support and their families receiving care services from {{org_field_name}}.
• Agency and bank staff assigned to cover scheduled visits.
• External stakeholders, such as commissioners and healthcare professionals, who may be involved in care planning.

In supported living, people we support live in their own homes or tenancies. Staff must respect each person’s rights, privacy, independence, tenancy arrangements and choices while ensuring that assessed care and support needs are met safely. A delayed or missed visit must not be managed by assuming that family members, friends, neighbours, landlords or housing providers will provide replacement care unless this has been agreed in the person’s care and support plan, risk assessment or contingency plan.

This policy covers all circumstances that could result in delayed or missed visits, including:

• Staff sickness or unavailability.
• Unexpected traffic or transport issues.
• Adverse weather conditions.
• Scheduling errors or operational challenges.
• Emergency situations affecting staff or people we support.

3. Legal and Regulatory Framework

This policy supports compliance with the following legal and regulatory requirements:

3.1 Health and Social Care Act 2008

The Health and Social Care Act 2008 establishes the Care Quality Commission’s role in regulating health and social care services in England. The CQC’s main objective is to protect and promote the health, safety and welfare of people who use health and social care services. The Act also provides the basis for regulated activities and the regulations that apply to registered providers.

3.2 Health and Social Care Act 2008 (Regulated Activities) Regulations 2014

This policy is particularly relevant to:

• Regulation 9 – Person-centred care: visits must be planned and delivered in line with the person’s assessed needs, preferences, risks, communication needs and care plan.
• Regulation 10 – Dignity and respect: delays and missed visits must be managed in a way that respects the person’s privacy, dignity, independence and emotional wellbeing.
• Regulation 11 – Need for consent: staff must act in accordance with the Mental Capacity Act 2005 where a person may lack capacity to understand or consent to changes in care arrangements.
• Regulation 12 – Safe care and treatment: providers must prevent people from receiving unsafe care and must prevent avoidable harm or risk of harm.
• Regulation 13 – Safeguarding service users from abuse and improper treatment: delays and missed visits must be considered for safeguarding implications, including neglect or acts of omission.
• Regulation 14 – Meeting nutritional and hydration needs: missed or delayed visits involving meals, drinks, diabetes support or nutrition risks must be escalated promptly.
• Regulation 16 – Receiving and acting on complaints: people must be able to raise concerns about delayed or missed visits and the provider must act on complaints and use learning to improve the service.
• Regulation 17 – Good governance: the provider must maintain systems to assess, monitor and improve the quality and safety of the service, including records, audits, trend analysis and action plans.
• Regulation 18 – Staffing: sufficient suitably qualified, competent, skilled and experienced staff must be deployed to meet people’s needs safely.
• Regulation 20 – Duty of candour: where a missed or delayed visit results in a notifiable safety incident, the provider must act openly and transparently, provide an apology, explain what happened and keep appropriate records.

3.3 Care Quality Commission (Registration) Regulations 2009

The provider must notify CQC of relevant events and incidents, including serious injury, allegations of abuse, deaths, events that stop the service running safely and properly, and other incidents that affect the health, safety and welfare of people using the service.

3.4 Care Act 2014 and safeguarding adults

Where a delayed or missed visit causes, contributes to, or indicates possible abuse, neglect, acts of omission, organisational abuse, self-neglect, or risk of harm, staff must follow the organisation’s safeguarding policy and local safeguarding adults procedures. Concerns must be referred to the local authority safeguarding adults team where required.

3.5 Mental Capacity Act 2005

Where a person may lack capacity to understand a delay, refuse alternative support, respond to contact, or make decisions about replacement care arrangements, staff must follow the Mental Capacity Act 2005. Decisions must be decision-specific, made in the person’s best interests where they lack capacity, and involve family, representatives, advocates or attorneys where appropriate. CQC guidance states that staff must be familiar with and able to apply MCA principles when obtaining consent.

3.6 Equality Act 2010 and Accessible Information Standard

The provider must make reasonable adjustments so that people with protected characteristics are not disproportionately affected by delayed or missed visits. Communication about delays must be provided in a way the person can understand, including easy read, large print, translated information, communication aids, visual prompts, advocates or family involvement where appropriate.

3.7 UK GDPR and Data Protection Act 2018

Information about delayed or missed visits, staff location, welfare checks, family contacts, health risks, incidents and complaints must be recorded and shared lawfully, fairly and securely. Only information necessary for managing risk, safeguarding, continuity of care, investigation and regulatory reporting should be shared.

3.8 Integrated Care Boards, local authorities and commissioners

References to Clinical Commissioning Groups, or CCGs, must be read as Integrated Care Boards, or ICBs, where relevant. CCGs were closed down on 1 July 2022 and Integrated Care Systems became legally established. The provider must follow local authority, ICB and commissioner reporting requirements for missed or delayed visits where these form part of contractual or safeguarding arrangements.

3.9 CQC assessment framework

This policy supports CQC’s current assessment framework, including the key questions of whether the service is safe, effective, caring, responsive and well-led. It supports the quality statements relating to safe systems, safeguarding, person-centred care, equity in access and outcomes, governance, learning and improvement.

3.10 Definitions

For the purpose of this policy:

• A delayed visit is a visit where the care worker is expected to arrive later than the planned start time.
• A significantly delayed visit is a visit delayed by 30 minutes or more, or any shorter delay that creates risk because of the person’s needs, medication, meals, hydration, continence, mobility, emotional wellbeing, safety, communication needs or planned activities.
• A missed visit is a planned visit that does not take place, is not delivered within a safe and agreed timeframe, or is discovered after the planned visit time has passed with no evidence that care was provided.
• A critical visit is a visit where delay or non-attendance could cause immediate or significant risk. This includes, but is not limited to, support with time-sensitive medication, insulin, epilepsy medication, pressure care, food or fluids, continence, moving and handling, welfare checks, access to the community, safeguarding risks, mental health risks, or where the person cannot summon help independently.
• A welfare check means active steps to confirm the person’s safety. This may include phone or video contact, contacting an agreed representative, sending a senior staff member, requesting a visit from another worker, contacting emergency services, or following local safeguarding procedures.

4. Preventing Delayed and Missed Visits

4.1 Robust Scheduling and Staff Allocation

• All care visits are scheduled in advance, with a buffer time allocated to accommodate unexpected delays.
• Electronic rostering systems are used to track visits and ensure efficiency.
• Priority visits (e.g., medication administration, essential personal care) are flagged to avoid disruption.
• Each person’s care plan must identify whether any visits are critical, time-sensitive or high risk if delayed or missed.
• The rota system must clearly show visit times, expected duration, travel time, staff competencies, medication needs, moving and handling requirements, communication needs and any restrictions or alerts relevant to the visit.
• Staff must not accept or swap visits unless they have the required skills, training, travel time and information to complete the visit safely.
• Visit schedules must include realistic travel time between visits and must not rely on staff routinely leaving one person early in order to attend another person on time.
• Staff must confirm visit completion via electronic logging systems (e.g., care management apps).

4.2 Contingency Staffing Plan

• A rota of backup staff (bank/agency staff) is maintained to cover unplanned absences.
• Team leaders conduct daily staff availability checks and reassign visits as needed.
• Emergency response staff are available for high-risk people we support requiring urgent care.
• Contingency arrangements must include out-of-hours cover, severe weather arrangements, transport disruption plans, system failure procedures, emergency contact lists and escalation routes.
• Backup staff must be suitably trained and competent to meet the person’s needs. Where specialist support is required, such as medication, moving and handling, behaviour support, communication support or clinical delegated tasks, replacement staff must only be allocated if competent to provide that support.
• The registered manager or delegated senior person must review staffing capacity daily and take action where there is a foreseeable risk that visits may be delayed or missed.
• Where the provider cannot safely meet a commissioned package of care, this must be escalated to the commissioner and, where relevant, the local authority safeguarding team.

4.3 Communication and Real-Time Monitoring

• Care coordinators monitor visit status through the electronic call monitoring, rostering or care management system. Where GPS or location-based systems are used, this will be done lawfully, transparently and proportionately in line with the organisation’s data protection, staff privacy and information governance procedures.
• If a staff member expects to be late, they must inform the office as soon as they become aware of the delay. They must not wait until the visit is already 15 minutes late.
• The office must assess the risk of the delay using the person’s care plan, risk assessment and visit type. Where the visit is critical or time-sensitive, the office must take immediate action to arrange alternative cover or welfare checks.
• The person we support must be informed as soon as possible of any delay, unless their care plan states that this would increase distress and an alternative communication plan is in place.
• Family members, representatives, advocates or commissioners must be informed where this is agreed in the care plan, where there is risk, where the person lacks capacity to understand the delay, or where notification is required by contract, safeguarding procedures or best interests decision-making.

5. Managing Delayed Visits

5.1 Immediate Actions When a Visit is Delayed

When a visit is delayed or likely to be delayed, the following actions must be taken:

• The care worker must contact the office immediately and provide the reason for the delay, current location where relevant, estimated arrival time, and any impact on later visits.
• The care coordinator must check the person’s care plan and risk assessment to identify whether the visit is critical, time-sensitive or high risk.
• The care coordinator must contact the person we support in their preferred communication method, explain the delay, give an estimated arrival time and check whether they are safe and able to wait.
• Where the person cannot be contacted, is known to be at risk, or the visit involves medication, meals, hydration, continence, moving and handling, pressure care, mental health risks or safeguarding concerns, the matter must be escalated immediately to the on-call senior or registered manager.
• Alternative cover must be arranged where the delay could cause harm, distress, missed medication, missed nutrition or hydration, deterioration in health, safeguarding risk or failure to meet assessed needs.
• The care coordinator must record the delay, risk assessment, communication, decisions made, actions taken and outcome on the care management system.

5.2 Escalation for High-Risk or Critical Visits

Delayed critical visits must be escalated immediately and must not wait until the delay reaches a fixed time threshold. The care coordinator must alert the on-call senior, team leader or registered manager where:

• the visit involves time-sensitive medication, insulin, epilepsy medication, pain relief, anticoagulants or other medicines where delay may cause harm;
• the person requires support with meals, drinks, diabetes management, nutrition or hydration;
• the person requires support with continence, pressure care, repositioning, moving and handling or safe transfers;
• the person cannot summon help independently;
• the person has dementia, a learning disability, autism, mental health needs, sensory impairment or communication needs that may increase risk or distress;
• there are known safeguarding concerns, self-neglect risks, domestic abuse risks or risks from others;
• the person has refused alternative arrangements and there are concerns about capacity or risk;
• the person cannot be contacted and their welfare cannot be confirmed.

The senior person must decide whether to arrange alternative care staff, attend personally, contact the person’s representative, request a welfare check, contact the commissioner, make a safeguarding referral, seek clinical advice through NHS 111, or contact emergency services through 999 where there is immediate risk to life, health or safety.

6. Managing Missed Visits

6.1 Immediate Actions for Missed Visits

• If a visit is missed due to staff error or failure to report availability, it is treated as a serious incident.
• Immediate alternative arrangements must be made. This may include sending another competent care worker, a team leader or senior staff member, rearranging the visit within a safe timeframe, or undertaking a welfare check. Family members, representatives or advocates may be contacted for information or support only where this is agreed, appropriate and safe; they must not be treated as a substitute for commissioned care unless this has been agreed in the care plan or contingency plan.
• The incident is logged in the incident reporting system, and a formal review is conducted.
• The missed visit must be reviewed to determine whether it has caused harm, created risk of harm, involved neglect or acts of omission, or indicates a safeguarding concern.
• Where the missed visit has caused serious injury, may have contributed to serious injury, resulted in abuse or alleged abuse, stopped the service from running safely and properly, or otherwise meets CQC statutory notification criteria, the registered manager or nominated person must submit the required notification to CQC.
• Where safeguarding thresholds are met, a safeguarding referral must be made to the local authority in line with local safeguarding adults procedures.
• Where the missed visit results in a notifiable safety incident, the duty of candour process must be followed.

6.2 Emergency Actions for High-Risk Cases

If a missed visit creates immediate or significant risk, the on-call senior, team leader or registered manager must coordinate an urgent response. This may include:

• contacting the person using their preferred communication method;
• contacting an agreed family member, representative, advocate or attorney;
• sending a competent staff member or senior member of staff to complete the visit or carry out a welfare check;
• contacting NHS 111, the person’s GP, community nursing team, mental health crisis team or other relevant professional where clinical advice is needed;
• contacting emergency services on 999 where the person is non-responsive, cannot be contacted and is at high risk, has fallen, is without essential medication, is at immediate risk of harm, or there is concern for life, health or safety;
• making a safeguarding referral where neglect, acts of omission or organisational abuse may have occurred.

All actions, decisions, times, contacts and outcomes must be recorded.

6.3 Investigation and Learning Following a Missed Visit

A missed visit must be investigated within 24 hours, or sooner where there is actual or potential harm. The investigation must consider:

• whether the visit was correctly scheduled and allocated;
• whether travel time, visit duration and staff availability were realistic;
• whether electronic call monitoring, alerts or communication systems worked effectively;
• whether the allocated staff member had accepted the visit and had the required information and competence;
• whether the person’s care plan and risk rating were accurate;
• whether the delay or missed visit caused harm, distress, missed medication, missed food or fluids, deterioration in health, safeguarding risk or loss of dignity;
• whether duty of candour, safeguarding, commissioner notification or CQC statutory notification requirements apply;
• whether there are wider patterns involving staff, rotas, systems, geography, visit timing, training, communication or management oversight.

The affected person we support and, where appropriate, their representative, advocate, family member, commissioner or relevant professional must be given an explanation, an apology where appropriate, and information about what action will be taken to reduce the risk of recurrence. Corrective actions must be recorded, allocated to a responsible person, given a timescale and reviewed for completion.

6.4 Duty of Candour

{{org_field_name}} will act in an open and transparent way when a delayed or missed visit results in harm, potential harm, or a notifiable safety incident. Where the duty of candour applies, the registered manager or delegated senior person must:

• speak with the person we support and/or their relevant representative as soon as reasonably practicable;
• provide a truthful explanation of what is known at the time;
• offer a sincere apology;
• explain what immediate action has been taken to keep the person safe;
• explain what investigation or review will take place;
• provide written follow-up where required;
• keep a clear record of all duty of candour actions.

Staff must not delay informing the person or their representative because an investigation has not yet been completed. Where facts are not yet known, this must be explained honestly and updates must be provided.

6.5 Mental Capacity, Consent and Best Interests

Where a person appears unable to understand, retain, weigh or communicate decisions about a delayed visit, missed visit, alternative care arrangement, welfare check or contact with emergency services, staff must follow the Mental Capacity Act 2005 and the organisation’s Mental Capacity and Consent Policy. Capacity must be considered for the specific decision at the specific time.

If the person lacks capacity for the relevant decision, any action taken must be in their best interests, be the least restrictive option available, and involve relevant people where appropriate, such as family, representatives, advocates, attorneys or deputies. Where the person has capacity and refuses replacement support, staff must respect the decision but must still consider whether there are safeguarding concerns, risks to others, or a need to seek advice.

6.6 Medication, Nutrition and Hydration Risks

Where a delayed or missed visit affects medication, nutrition, hydration, diabetes support, swallowing risks, epilepsy support, pain relief or other health-related needs, the matter must be escalated immediately to a senior member of staff. Staff must not administer missed or late medication without checking the medication administration record, the person’s medication care plan and any relevant clinical guidance. Where there is uncertainty or risk, advice must be sought from the GP, pharmacist, NHS 111, community nurse or emergency services as appropriate.

Any missed or late medication, missed food or fluid support, or related risk must be recorded, reported and reviewed in line with the Medication Policy, Incident Reporting Policy and Safeguarding Policy.

7. Reporting, Monitoring, and Learning

7.1 Incident Reporting and Records

All missed visits and all significantly delayed visits must be recorded on the incident reporting system and the person’s care record. Records must include:

• the person’s name and address;
• planned visit date, start time, end time and visit purpose;
• actual arrival time, departure time or confirmation that the visit did not take place;
• name of allocated staff member;
• reason for delay or missed visit;
• risk rating of the visit;
• whether the visit involved medication, food, fluids, continence, moving and handling, pressure care, safeguarding risks, welfare checks or other critical support;
• who was informed and when;
• immediate action taken;
• whether the person was contacted and whether their welfare was confirmed;
• whether alternative cover was arranged;
• whether there was harm, potential harm, distress, complaint, safeguarding concern or duty of candour trigger;
• whether CQC, commissioner, local authority safeguarding team or other professionals were notified;
• learning identified and action taken to prevent recurrence.

Records must be accurate, contemporaneous, factual and stored securely.

7.2 Regular Auditing and Performance Reviews

• Monthly audits assess the number and causes of missed/delayed visits.
• Findings are reviewed during team meetings, and corrective action plans are developed.
• CQC inspectors may review logs to ensure compliance with continuity of care regulations.
• Audit findings will be mapped against CQC’s key questions and relevant quality statements, including safe systems, safeguarding, person-centred care, equity, responsive care, governance, learning and improvement.
• The registered manager will review patterns by person, staff member, team, location, time of day, visit type, risk rating, medication involvement, commissioner and cause.
• Where themes or repeated incidents are identified, the provider will complete a documented improvement plan with named leads, timescales and evidence of completion.
• Learning from delayed and missed visits will be shared with staff through supervision, team meetings, spot checks, competency reviews and updates to care plans or risk assessments.

7.3 Continuous Improvement Measures

• Staff performance monitoring ensures repeated failures are addressed with retraining or disciplinary action.
• Technology enhancements, such as GPS tracking and automated scheduling alerts, are used to improve service reliability.

7.4 CQC, Safeguarding and Commissioner Notifications

The registered manager or delegated senior person must review every missed visit and significantly delayed visit to decide whether external notification is required. Notification may be required to:

• CQC, where the incident meets statutory notification criteria, including serious injury, abuse or allegations of abuse, death, events that stop the service running safely and properly, or other notifiable incidents;
• the local authority safeguarding adults team, where there is suspected abuse, neglect, acts of omission, organisational abuse or self-neglect;
• the commissioner or Integrated Care Board, where required by contract or where the incident affects continuity, safety or quality of care;
• the person’s GP, community nurse, pharmacist, mental health team or other professional where health advice or follow-up is required.

The decision to notify or not notify must be recorded, including the rationale, date, time, person responsible and confirmation of submission where applicable.

8. Communication, Accessible Information, Complaints and Feedback

• People we support must be told how to contact the office if a care worker has not arrived at the expected time. This information must be provided in a format the person can understand.
• Where a person has communication needs, the care plan must describe how they should be informed about delays, how staff should check their welfare, and who should be contacted if they cannot be reached.
• People we support, families, representatives and advocates must be encouraged to raise concerns, complaints or feedback about delayed or missed visits.
• Any complaint about a delayed or missed visit must be managed in line with the Complaints Policy and Regulation 16.
• The person must be told what happened, what action was taken, and what will be done to reduce the risk of recurrence.
• Where communication about a delay may cause distress, confusion or anxiety, the person’s care plan must set out the most supportive way to communicate this.
• Feedback from people we support must be used to improve rota planning, communication, contingency planning and staff deployment.

8.1 People with a Learning Disability and Autistic People

Where a person we support has a learning disability or is autistic, their care plan must identify how delays or missed visits may affect them, including anxiety, distress, communication differences, routines, sensory needs, behaviour that communicates distress, health risks and safeguarding risks. Staff must follow the person’s communication plan and reasonable adjustments.

Staff must receive learning disability and autism training appropriate to their role, in line with the legal requirement and the Oliver McGowan Code of Practice. Learning from delayed and missed visits involving autistic people or people with a learning disability must consider whether staff understood the person’s needs, communication preferences, reasonable adjustments and risk plan.

8.2 Equality and Reasonable Adjustments

{{org_field_name}} will make reasonable adjustments to prevent people with protected characteristics from being disadvantaged by delayed or missed visits. This may include adjusted communication methods, additional welfare checks, involving advocates, longer call times, alternative staff allocation, priority flagging, translated information, easy read information, visual communication tools or changes to visit timing where appropriate.

Monitoring of delayed and missed visits will include consideration of whether any person or group is disproportionately affected because of age, disability, race, religion or belief, sex, sexual orientation, gender reassignment, pregnancy or maternity, marriage or civil partnership, communication needs, mental health needs or socio-economic disadvantage.

8.3 Information Governance and Confidentiality

Information about delayed or missed visits must be shared only with people who need to know in order to keep the person safe, provide care, investigate the incident, meet safeguarding duties, meet contractual requirements or comply with regulatory obligations. Staff must not share information with family members, representatives or others unless this is agreed, lawful, in the person’s best interests where they lack capacity, or necessary to prevent harm. All records must be completed and stored in line with UK GDPR, the Data Protection Act 2018 and the organisation’s confidentiality and information governance policies.

8.4 Staff Responsibilities

All staff must:

• attend visits on time and stay for the planned duration unless authorised otherwise;
• inform the office immediately if they may be late or unable to attend;
• not cancel, shorten, swap or rearrange visits without authorisation;
• use electronic call monitoring or other agreed systems correctly;
• read the person’s care plan, risk assessment and communication needs before providing support;
• report any delay, missed visit, near miss, medication issue, safeguarding concern or complaint immediately;
• cooperate with investigations and learning reviews;
• complete required training, including safeguarding, medication, Mental Capacity Act, moving and handling, infection prevention and control, and learning disability and autism training appropriate to their role.

8.5 Manager and Care Coordinator Responsibilities

Care coordinators, team leaders and managers must:

• maintain safe and realistic rotas;
• ensure visits are allocated to suitably trained and competent staff;
• monitor visit attendance and respond promptly to alerts;
• maintain contingency plans for staff absence, travel disruption, system failure and emergencies;
• risk assess all delayed and missed visits;
• ensure people we support are informed in an appropriate and accessible way;
• arrange alternative cover or welfare checks where required;
• escalate high-risk situations promptly;
• ensure safeguarding, duty of candour, CQC notification and commissioner reporting requirements are considered and completed where required;
• review patterns, themes and learning;
• update care plans and risk assessments following incidents;
• ensure staff receive supervision, retraining or disciplinary action where appropriate.

9. Related Policies and Procedures

This policy should be read alongside:

• Safeguarding Adults Policy
• Incident Reporting and Management Policy
• Complaints Policy
• Duty of Candour Policy
• Medication Policy
• Mental Capacity and Consent Policy
• Care Planning and Risk Assessment Policy
• Business Continuity Policy
• Staff Rota and Scheduling Procedure
• Lone Working Policy
• Data Protection and Confidentiality Policy
• Equality, Diversity and Inclusion Policy
• Learning Disability and Autism Training Policy
• Accessible Information and Communication Policy

10. Policy Review

This policy will be reviewed at least annually, or sooner where:

• legislation, statutory guidance or CQC guidance changes;
• CQC inspection, assessment or enforcement activity identifies concerns;
• commissioners, local authorities or safeguarding adults boards update requirements;
• audits identify themes, repeated delays, missed visits or governance concerns;
• a serious incident, safeguarding concern, complaint or duty of candour event identifies the need for change;
• feedback from people we support, families, advocates, staff or professionals indicates that the policy is not effective.

The registered manager is responsible for ensuring that this policy remains current, implemented and understood by staff.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
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Next Review Date: {{next_review_date}}
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