To be recognised as the leading organisation in the provision of mental health care, addiction services and learning disability care. Quality, recovery and wellbeing will be at the heart of everything that we do.
Mersey Care NHS Trust is already a leading provider of specialist mental health, learning disabilities and addictions services and one of only three Trusts in England providing the entire range of specialist mental health services. But our environment is changing and we need to change with-it in order to thrive in the future. We need to go from being a good, to great organisation. To go from good to great we will need a clear strategy to help guide what we do and to guide how we focus our efforts over the coming years.
We have a vision to become the leading provider in our field, and as part this we believe we must always focus on the quality of our services and support the recovery and wellbeing of the people we serve. This is an ambitious vision because we are ambitious on behalf of the people we serve. Achieving this vision will require us all to work together and to remain focus on what matters most in order to achieve it.
Everyone in our organisation, from Board to ward, needs to understand what Mersey Care stands for and what we are working towards. So what will it take to make Mersey Care NHS Trust the leading organisation in its field? We have developed four aims that will guide us to focus on quality, developing our services, strong partnerships, and becoming a better organisation. But these aims will only be helpful in guiding achievement of our vision if they are accompanied by objectives that are specific, stretching and ambitious.
Together, our aims and objectives are designed to capture our priorities to guide us on our journey to delivering our vision. Developing the aims and objectives has involved many conversations with leaders in our organisation and with our stakeholders, so we are confident that they reflect authentically what matters most to those who are part of Mersey Care.
It is now time to begin implementation of the Strategic Framework. Delivering our vision through the aims and objectives will be a long-term process of change, and will require commitment and engagement with all those who are part of our organisation. To ensure our organisation focuses on these priorities over time, the actions we take will be embedded in our planning processes, our risk assurance framework and monitored by the Trust board.
The Strategic Framework is not an endpoint. It describes a journey that will be adjusted regularly to ensure we reach our destination. It will be used to foster an open dialogue with our staff, with service users and carers, and partner organisations, so that we can all play our part in achieving our vision on behalf of the people we serve.