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Quality and research

Quality Centre

Quality and research

Quality Centre

Quality and research

Quality Centre

Quality and research

Quality Centre

Through the collaboration of our clinical, academic, lived experience (service users and carers), Quality Improvement, operational, governance and commissioning leads, we will define, test, implement and continuously improve a Maudsley Model of clinical care using evidence-based planning and a shared methodology and process. 

This strategic direction for the Quality Centre aligns with the Trust’s overarching Aiming High; Changing Lives, with its five strategic ambitions:
  1. Deliver outstanding mental health care
  2. Be a partner in prevention
  3. Be a catalyst for change 
  4. Build a culture of trust together 
  5. Become effective and sustainable
This makes the best use of our assets, resources, relationships and reputation to support the best quality outcomes for patients.

Within the Quality Centre sits:

  • Clinical academic groups
  • Research
  • Quality improvement and organisational development
  • Education and training
  • Commissioning
  • Improvement analytics
  • Digital innovation

Core principles of the Quality Centre

  • The Three C’s (consultation, co-design and co-production): we will involve patients, carers and staff in everything we do
  • Inclusion: we will strive for equity of access, experience and outcomes across the populations we serve, including a specific focus on Black, Asian and minority ethnic (BAME) and socially disenfranchised groups
  • Engagement and shared learning: to create a system of shared working and information flow throughout our networks
  • Value: we will use consistent methodology driven by data intelligence to improve our value-based offer of care, evaluated by our clinical outcomes, patient and carer experience, staff experience, cost and sustainability

Quality Centre areas of work (2020 to 2021)

  • Care process models: how we work with patients and carers from start to finish
  • Staff: workforce initiatives and staff support, including across south east London though improving access to psychological therapies (IAPT)
  • Population health: how we work together across health and social care (including with the third sector) to improve the health of our local communities
  • Outcomes: disorder-specific treatment and care pathways, as defined by clinical academic groups (CAGs) 

From these we’ve derived 10 Covid-19 workstreams, covering all age-groups, alongside existing CAG related (outcome) workstreams - click here to see our work with our Health Innovation Network (HIN) and south east london partners.

1. Access: primary care interface – includes introducing Consultant Connect, an app which allows GPs to directly contact a consultant on a rota basis to get phone advice, with an anticipated reduction in need for subsequent referral

2. Access: crisis – addressing our crisis response, including the clinical assessment units, which the Trust was tasked to set up rapidly in response to the pandemic

3. Continuity: across inpatient and community to improve the quality of our relationship working, including care transitions, so we can promote living well and the least restrictive care with reduced inpatient stay. A new care process model for psychiatric intensive care units (PICU) will be developed as part of this. Already produced is trustwide guidance on ‘staying connected’, incorporating clinically appropriate use of remote consultations; a trustwide survey of patients, carers and staff has been launched to gather feedback about remote consultations (co-produced and tested with service users, carers and staff). To support staying connected our digital clinical systems team (ePJS) have also implemented a new feature to surface lack of recent contact on the patient record

4. Mental health law: identifying and addressing areas of clinical concern in relation to the appropriate use of legal frameworks, including virtual Mental Health Act (MHA) assessment

5. Physical health: a large amount of Covid-19 related physical health guidance has been produced and continues to evolve

6. Infection prevention and control: patient testing for the virus and ward cohorting based on up-to-date infection control guidance is included here as is staff testing

7. Safety: brings together suicide prevention and violence reduction, identifying areas such as relationship building and procedural safety common to both, with an initial focus on inpatient safety given early concerns about personal protective equipment (PPE) supplies and supporting patients requiring, but unable, to self-isolate. Work here includes piloting safety huddles; pharmacy’s extensive work on safe Covid-19 related prescribing and a new approach to inpatient care planning that addresses patient preferences for their treatment, communication with family and any spiritual or religious observances
8. Workforce: involving advisors from Human Resources (HR), this work stream is addressing digital working.., work patterns, job movement and clinical coordinator role review. A series of interviews from a range of staff from different professional groups, services and locations are being undertaken, which will complement the NHS Check study (which focuses on psychological impact and staff support)

9. NHS and social care staff support: an analysis of themes from staff feedback, staff ‘rest and recharge’ hubs and resilience coaching leads is being compiled alongside work to look at how improving access to psychological therapies (IAPT) support might be better mobilised for health and social care staff across south east London

10. Population Health: working with community partners to establish how t to respond to the anticipated upswing in mental health problems associated with Covid-19 through supporting people within their own networks and communities