Document 11245704

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Quality
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Page 3 of 49
Our Trust Quality Accounts
Part 1
P
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Services are timely, appropriate, considerate, based and
focused on personal recovery and delivered with passion
Delivery and articulation of all regulatory requirements in an
accessible easy to understand format
All services will improve people’s lives and help people
recover from episodes of ill health
Improvements needed to demonstrate we can maintain
compliance with any CQC regulation will be able to be tracked
People who use our services will be able to see clearly how
they have shaped our services into the future
Tracking progress throughout all our services by using
outcome measures will be part of the normal everyday
experience for people who use services and our staff
All clinical audits will be prioritised according to national and
local priorities and we will be able to demonstrate how the
audit cycle has been completed in each case
Implement a clinical information system that fully supports
an Electronic Patient Record that supports clinical and
business decisions, nurturing and supporting innovative
clinical delivery to provided evidence to support a
governance risk rating of green
and evidenced electronically
D
E
L
I
V
E
R
Retain a financial risk rating commensurate with the
aspirations of the Trust, which demonstrates improving
financial efficiency, meeting agreed targets and controlling
expenditure whilst supporting the local economy
Fully engage in and influence the outcome of Payment by
Results implementation for Mental Health
Fully implement the Electronic Staff Record to facilitate staff
to function efficiently, reduce the administrative burden to
free up clinical face to face time and enhance the service
user and carer experience
Demonstrate our commitment to treating and caring for
people in a safe environment and protecting them from
avoidable harm
R
E
S
P
E
C
T
I
N
N
O
V
A
T
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100% compliance with team development, mandatory training
and appraisals influenced by service user feedback
Demonstrable principles of the recovery model applied to all
services
Be the local leader in leadership and management
development opportunities
Be a lead player in the provision and commissioning of
training, education and development
Provide a comprehensive health and wellbeing service for
our staff, supporting sickness and absence
Each service area to have a competency based workforce
and educational plan aligned to business and financial
planning processes that is focussed on a flexible workforce
working in new and innovative ways
Clear demonstration of equality and diversity across all
areas of the Trust
A culture of innovation and empowerment supporting local
improvements
Deployment of a staff compact supporting the Virginia
Mason methodology of continual improvement and reduction
of waste
Clearly defined productive partnering arrangements that show
benefits to clinical quality, reputation and resource use
A deployed preferred commercial partnership framework
linked to a commercial strategy aligned to preferred partners
which supports the Trust’s role in the patient pathway
Dedicated subcontracts and prime contracts for the delivery of
services offering confidence, assurance and delivery across
multiple sectors and pathways
Dedicated professorial and research partnerships with
preferred Universities
Fully deployed national and international partnership with the
MoD resulting in the Trust offering a range of sustainable
services to UK & American Armed Forces
Progressive specialist services, integrating expertise through
lived-experience, skilled professionals and co-produced
initiatives to pursue the highest quality of provision for those
using our service.
Be the provider of comprehensive and integrated mental
health and learning disability services across Staffordshire
and Shropshire
Greater developed niche markets offering greater choice to
local people
E
X
P
A
N
D
Be a comprehensive provider of Children and family
services across the West Midlands
Co-produce a range of shared services across Shropshire
and Staffordshire
Fully deployed evidence of service user and member
involvement in the shaping and delivering of new business
models and packages of care
Full deployment of Service Line Management ensuring that
all business decisions can be informed and shaped on
accurate and current financial and clinical information.
Provide business support to operational divisions in
developing business plans, negotiating tenders and
explaining commercial opportunities
Aims
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Our Trust Quality Accounts
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Our Priorities for Improvement
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Part 2
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Page 9 of 49
Our Priorities for Improvement
Part 2
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Our Priorities for Improvement
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Part 2
Our Priorities for Improvement
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Page 17 of 49
Reporting against Core Indicators
Part 2
KB' VJ8!^D><;$&E =99%>.&(_ =+'.?+'.& 6'C>;<&$%. /01 ('&( %>& < 9%#' ('& %) A><;$&E $.?$9<&%#([ 7B$9B!
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Page 18 of 49
Reporting against Core Indicators
Part 2
8%>&B 8&<))%#?(B$#'!<.? 8B#%,(B$#'!J'<;&B9<#'!VJ8!b%>.?<&$%. K#>(& 9%.($?'#( &B<& &B$( ?<&<!
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“I feel that the help I have received has
been extremely useful, the sound advice
and willingness to listen has probably
resolved some of my issues much quicker
than they would have been”
Page 19 of 49
Reporting against Core Indicators
Part 2
7;/,&&,"# $" 78)$% T6*;& 1,6 !*,&,& ?%&"E)$,"# J"/%
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Page 20 of 49
Reporting against Core Indicators
Part 2
?%6;/,&&,"# $" J"&0,$6E K,$9,# 42 M6F& "- M,&896*@%
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Page 21 of 49
Reporting against Core Indicators
Part 2
+6$,%#$ SU0%*,%#8%'"- !"//)#,$F R%#$6E J%6E$9 5%*1,8%&
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Page 22 of 49
Reporting against Core Indicators
Part 2
+6$,%#$ 56-%$F .#8,;%#$&
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Page 23 of 49
Reporting against Core Indicators
Part 2
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“The doctor at the first admission was
very professional. He was understanding
and dealt with a complex situation in a
calm manner without inflaming an
upsetting situation . All the ward staff
were remarkably kind, considerate and
helpful.”
Page 25 of 49
Reporting against Core Indicators
Part 2
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“The care and concern I have had has
been outstanding, everyone is so so kind
and helpful, nothing is too much trouble
and people (staff) have time to listen to
me! Fantastic!!”
Page 26 of 49
Other Information
Part 3
Our Local Quality Indicators 2015/16
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Other Information
Part 3
Our Local Quality Indicators 2014/15
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“I regularly send a text to remind patient’s
that we have an appointment the day before
or prior to leaving to see them, it help reduce
the patient not attending”
Page 32 of 49
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“An atmosphere of genuine participation and
friendly engagement… thanks to one and all
for making me feel so welcome and useful”
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Page 33 of 49
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“It helped me. Since I have been here I have
got a bit better, not fully but I’m OK now”
“I feel that the help I have received has been
extremely useful, the sound advice and
willingness to listen has probably resolved
some of my issues much quicker than they
would have been”
Page 34 of 49
Other Information
Part 3
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Page 35 of 49
Statements from Commissioners, Local Healthwatch and
Overview and Scrutiny Committees
Annex
1
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Page 36 of 49
Statements from Commissioners, Local Healthwatch and
Overview and Scrutiny Committees
Annex
1
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Page 37 of 49
Statements from Commissioners, Local Healthwatch and
Overview and Scrutiny Committees
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Annex
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Annex
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Page 40 of 49
Annex
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Overview and Scrutiny Committees
Annex
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Page 42 of 49
Annex
1
Statements from Commissioners, Local Healthwatch and
Overview and Scrutiny Committees
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Page 43 of 49
Annex
1
Statement of Directors’ Responsibilities for the Quality
Report
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Page 44 of 49
Annex
2
Auditors’ Limited Assurance Report on the
Annual Quality Report
Page 45 of 49
Annex
3
Auditors’ Limited Assurance Report on the
Annual Quality Report
Page 46 of 49
Annex
3
Auditors’ Limited Assurance Report on the
Annual Quality Report
Page 47 of 49
Annex
3
Auditors’ Limited Assurance Report on the
Annual Quality Report
Page 48 of 49
Annex
3
Glossary of Terms
Glossary
!"#$%&'()*#$( , !"#$%"&'#()*#(&%+,&-.)/-" ,0#
treatment of psychosis
Care Plan – A written agreement between
our staff and the service user of treatment
interventions
Care Programme Approach (CPA) - the
process of how mental health services
assess users' needs, plan ways to meet them
and check that they are being met.
CQC - Care Quality Commission checks all
hospitals in England to ensure they are
meeting government standards, and shares
their findings with the public
CQUIN - The CQUIN payment framework
enables commissioners to reward excellence,
by linking a proportion of English healthcare
providers' income to the achievement of local
quality improvement goals
DNA – stands for” Did Not Attend” an agreed
appointment.
HoNOS – this stands for “Health of the
Nation Outcome Scales”. This is a measure
used to assess general health and wellbeing.
Information Governance - ensures
necessary safeguards for, and appropriate
use of, patient and personal information.
ICD-10 - International Classification of
Diseases is used to classify diseases and
other health problems recorded on many
types of health and vital records including
death certificates and health records. In
addition to enabling the storage and retrieval
of diagnostic information for research and
quality purposes, these records also provide
the basis for the compilation of national
mortality and morbidity statistics by WHO
Member States. Currently we are on version
10
Monitor - assess whether NHS trusts can
become foundation trusts. They then regulate
them, making sure they are well run on
behalf of patients and taxpayers
NHS Information Centre - The NHS
Information Centre is England's central,
authoritative source of health and social care
information for frontline decision makers.
Their aim is to revolutionise the use of
information to improve decision making,
deliver better care and realise increased
productivity
NICE (National Institute for Health and
Care Excellence)- provides national
guidance and advice to improve health and
social care.
Phlebotomy – the drawing of blood from a
person to carry out clinical investigations
POMH(Prescribing Observatory for Mental
Health) - helps specialist mental health
Trusts improve their prescribing practice by
identifying specific topics within mental health
prescribing and developing audit-based
Quality Improvement Programmes (QIPs).
Organisations’ are able to benchmark their
performance against one another and identify
where their prescribing practice meets
nationally agreed standards and where it falls
short.
Rapid Process Improvement Workshop
(RPIW)- an improvement process that brings
together a team of staff from either various
departments or a single department to
examine a problem, eliminate wastes,
propose solutions, and implement changes.
Recovery - the concept of recovery is about
service users staying in control of their life
despite experiencing a mental health
problem. Professionals in the mental health
sector often refer to the ‘recovery model’ to
describe this way of thinking. Putting
recovery into action means focusing care on
supporting recovery and building the
resilience of people with mental health
problems, not just on treating or managing
their symptoms
Rio – an electronic clinical information and
patient administration system. There is a
clinical record for each individual, including
assessment forms, care planning, diagnosis
and progress notes; as well as caseload
management, inpatient bed management and
appointment booking tools.
Transition Plan- a plan agreed with the
service user, carer and professionals
involved as to how care will be transferred
from one service to another.
Page 49 of 49
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