Open and honest

‚ÄčAs 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.

If you would like more information about the trust Mersey Care NHS Trust, please contact the Communications Team on 0151 471 2336 or email the team.

Our annual report covers all aspects of what we do and the progress we have made with delivering services.

2019-2020 Annual Report

2018-2019 Annual Report

2017-2018 Annual Report

2016-2017 Annual Report

2015-2016 Annual Report

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

CQC reports

CQC Report 2019

CQC Report 2017

CQC Report 2015

Care Quality Commission Registration

Statement of purpose

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.

Read the full report of the independent investigation report

Read the assurance statement here.

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

Full report of the independent investigation into the care and treatment of a mental health service user (Mr S) in Liverpool

Statement from Mersey Care following the release of the independent report into the care and treatment of a mental health service user (Mr S)

Independent investigation into the care and treatment of Patient R in Liverpool and surrounding area

Full report of the independent investigation into the care and treatment of Patient R

Statement from Mersey Care following the release of the independent report into the care and treatment of Patient R now published by NHS England

Independent report on the care and treatment of Mr M 

Full report of the independent investigation into the care and treatment of Mr M

Statement from Mersey Care following the release into the independent report into the care and treatment provided.

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.

Executive Summary of the independent investigation into the care and treatment of Mr Y

Full report of the independent investigation into the care and treatment of Mr Y

Statement from Mersey Care following the release of the independent report into the care and treatment provided to Leslie Gadsby now published by NHS England 

Investigation into allegations relating to Jimmy Saville at Moss Side Hospital

Mersey Care report into Savile Investigation

Mersey Cares Magazine is for the whole community produced by the Communications Team.   

Read the current issue of the Mersey Cares Magazine

Our Strategy

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.

Perfect Care

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 2021 to 2022 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)

Operational Plan

Each year we set out our priorities to move us closer to achieving the ambition set out in Mersey Care’s strategy.

In setting our operational priorities for 2021-22, we have sought to balance making progress towards our longer term strategy with the on-going management of Covid-19; the recovery of our services from the pandemic; and the increased demand we expect to see in a number of our services where Covid -19 has exacerbated long term physical and mental health conditions and created new mental health issues.

We have also been mindful that as we manage the pandemic situation, our capacity to deliver is reduced.  We have carefully considered the phasing of our operational plan and priorities to take account of this.

Read more here: Mersey Care's Operational Plan, 2021/2022