4 minute read
Our Priorities
OUR PERFECT CARE MISSION “PROVIDING THE RIGHT LEVEL OF CARE, FOR EVERY PATIENT OR SERVICE USER, AT THE TIME THEY MOST NEED IT.”
At the heart of everything we do is our commitment to provide Perfect Care and a Just and Learning Culture for the people we serve. Care that is safe, effective, positively experienced, timely, equitable and efficient.
We are an organisation that does not accept compromises, either in the quality of care or minimum targets set by others.
On the contrary, we strive to support learning and improvement in our services so that we get the basics of care right every time, for every patient and service user. We are the first Trust in the UK to publicly commit and develop a policy to have zero suicides among people in our care by 2020.
We encourage staff to innovate in ways that create better quality and outcomes for the people we serve while reducing cost.
We have established a Centre for Perfect Care, its mission is to help our staff continuously improve the services we provide today, whilst addressing the mental health and wellbeing challenges of the future.
WE BELIEVE THAT EVERY SINGLE MEMBER OF STAFF HAS A ROLE TO PLAY
With engaged and motivated staff and supportive commissioner and partner organisations, we firmly believe our perfect care ambition is possible and that our service users and carers deserve no less.
OUR STRATEGY “As non-executive director you will play AND YOU a key role in directing our strategy.”
As non-executive director you will • Our services – we will improve the • Our resources – we will make full use play a key role in directing our quality of our services and strive to of our resources, ensuring our buildings strategy to deliver the ambitions provide safe, timely, effective, equitable work for us, and using technology to we set for ourselves and our services. and person-centred care every time, for help improve our care Mersey Care’s strategy is to pursue clinical excellence, prevention and integration in our services, to attract and retain the best people and to enable people to take more control through co-production. • everyone. As we strive for continuous improvement in quality, we will also strive to find ways to save time and money Our people – we will have a productive • Our future – we will create opportunities for improvement and grow in the future, by working more closely with primary care and other organisations, delivering the benefits of research, We have ambitious plans for our estates, digital technology and corporate services that align with and will help deliver changes in our clinical model. We will continue to and high performing workforce that work in great teams, and we will work side by side with service users and carers development and innovation, and by growing our services. be a good partner organisation, recognising that the challenges we face are greater than any single organisation and require collective effort to address.
Our approach aligns with the priorities set out in the NHS Long Term plan which details the need for collaborative working with our system partners and the expansion of community and mental health services. This includes transforming the way we care for people by giving them more control over their health and providing care in a joined up way that is set in the communities in which people live.
Mersey Care seeks to meet people’s physical health, mental health and social needs through clinical excellence, prevention and integration.
OUR PRIORITIES
We have seven key quality improvement priorities. As non-executive director, you will share our vision and play a key role in assuring delivery of these to our communities. Our priorities are:
No Force First – reducing restrictive practice
Our award winning ‘No Force First’ initiative, to eliminate the need for seclusion and restraint on people who are mentally ill, delivers safe, appropriate and dignified care for some of the most vulnerable people in NHS care. We now have one of the lowest rates of restrictive and face down restraint in our region and we are leading on delivering this change across the healthcare system.
Improving physical health pathways
We are improving access to end of life care by developing clear pathways for each clinical division to access this care for their patients. Nine out of ten service users on a care programme in their community have undergone an annual physical health check. Every inpatient screened as a smoker has been prescribed nicotine replacement therapy on admission.
Learning from deaths
Our Board of directors have requested four thematic reviews to be conducted per year on analysis of mortality figures. We have developed, and are implementing, a process for undertaking pathway reviews. Data from GPs, specifically the cause of death, will be used as part of the mortality review process.
