Open and honest
As a Trust, we have made the commitment to be more open and honest with our patients, visitors, staff and the general public. We believe that this is how a modern NHS Trust should be - open and accountable to the public and patients, and always driving improvements in care.
To ensure that the public and patients know how we are performing as a Trust, we are one of a number of NHS organisations who have pledged to be part of the Open and honest care: driving improvement programme.
This programme supports organisations to become more transparent and consistent in publishing safety, effectiveness and experience data; with the overall aim of improving practice and culture.
Each month, we will publish data on a set of patient outcomes, and patient and staff experience.
We will also share what we have learned with other care providers in our area to identify where changes can be made to further improve care.
To help make sure our information is as accessible as possible, and to support involvement in our work - we make every effort to use plain English wherever possible.
To further aid understanding about our work, please find a glossary of commonly used abbreviations and NHS specific language.
CQC update their profiles of care services for older people in every local authority in England. The reports are available to download at https://www.cqc.org.uk/publications/themes-care/local-authority-area-data-profiles#profiles-b
Care Quality Commission Registration
An independent external quality assurance review following an independent investigation into the care and treatment of David
An independent external quality assurance review following an independent investigation into the care and treatment of a mental health service user A in St Helens.
An independent external quality assurance review following an independent investigation into the care and treatment of a mental health service user (Mr S) in Liverpool
Independent investigation into the care and treatment of Patient R in Liverpool and surrounding area
Independent report on the care and treatment of Mr M
Independent investigation into the care and treatment of Leslie Gadsby, referred to as Mr Y
The report was asked to examine a set of circumstances associated with the deaths of Mr and Mrs Y Senior, the parents of Mr Y, who were killed by Mr Y on 19 February 2004 and 30 March 2010 respectively.
Investigation into allegations relating to Jimmy Saville at Moss Side Hospital
Mersey Cares Magazine is for the whole community produced by the Communications Team.
Modern Slavery Statement
Mersey Care NHS Foundation Trust is committed to improving our practices to combat slavery and human trafficking. We are fully aware of our responsibilities we have towards patients, service users, employees and the local community.
Liverpool Community Health Quality Report 2017-18 As of 1 April 2018, Liverpool Community Health NHS Trust staff and services transferred to Mersey Care NHS Foundation Trust.
Mersey Care’s strategy is to pursue clinical excellence, population health and integration in our services, and to develop a deep understanding of the people and communities we serve in order to identify new ways to improve our services in the future and help them live healthier lives.
This strategy will driven by our fantastic staff and by working in genuine partnership with service users and carers.
We have ambitious plans for our estates, digital technology and corporate services that align with and will help deliver changes in our clinical model and which reflect the new ways of working required by the pandemic. We will continue to be a good partner organisation, recognising that the population health challenges we face are greater than any single organisation and require collective effort to address.
Whilst we are very proud of the quality improvement we have achieved to date, in the spirit of continuous improvement and striving for perfect care, we recognise there is always room for more.
Our understanding of what it means to ‘strive for perfect care’ is changing. It no longer means just striving for perfection in an episode of care, but also means becoming more preventative and integrated in our approach, seeing people in the context of their families, their communities and their neighbourhoods, not as problems to be solved but as assets to be invested in.
We characterise the next phase of our improvement journey as being about embedding quality improvement techniques and results, including in our newly acquired services, so that we move from having some great examples of outstanding care to more systematic quality improvement that is everywhere in our organisation.
To reflect this quality improvement in the mainstream of our services, we continue to aim to have an overall CQC rating ‘Outstanding’ rating for our services by 2024.
We use a zero based approach to deliver significant safety improvements in places that have historically been in the ‘too difficult box’. By framing our ambitions in this way, we can unlock the talent we have. This culture of continuous improvement will be critical in ensuring recovery from Covid-19 pandemic for service users, staff and our services.
Our Perfect Care goals for 2022 to 2023 are:
- ZERO restrictive practice
- ZERO suicide
- ZERO harm from medication
- ZERO falls in our care
- ZERO acceptance of racism, discrimination and unacceptable behaviours (see more in the Our People part of this plan)
Welcome to our Operational Plan 2022 to 2023. This plan sets out our annual priorities to move us closer to achieving our vision. It describes objectives and actions relating to our services, our people, our resources and our future.
It includes our BHAGs (or Perfect Care goals) which are challenging goals to keep us at the forefront of challenges and maintain our leading safety status. We also set out the measures we will use to monitor our progress in delivering our plans and priorities.
Our vision is to strive for perfect, whole person care that helps people live longer, healthier lives. Securing this vision requires a focus on what really matters to patients and carers and a balance of clinical excellence and upstream prevention in our services. We have opportunities to be more preventative across the breadth of our services, identifying and meeting people’s needs earlier. Taking a more preventative approach is essential if we are to manage demand and acuity within our services and support wellbeing, recovery and self management for the people we serve.