The CQC w ill complete a further unannounced inspection of the emergency department after 1 June 2021 to monitor our progress against the action plan and w e look forw ard to the opportunity to show them the improvements w e have made. Priorities for quality im provements 2021- 2022 Our eight Quality Account priorities for the next year are identified in line w ith the quality elements of the trust five Ps strategy: w hich covers our patients, our people, our performance and our places. Our patie nts: 1. We aim to reduce the trust mortality rate (improve the Hospital Standardised Mortality Rate - HSMR), continuing w ith the w ork already started on learning from every death. This w ill improve quality of care for all patients 2. Improve our performance for timeliness of treating patients requiring emergency and urgent care. This w ill improve the quality of care and experience for our patients Our pe ople 3. We w ill improve the health and w ellbeing of our people, offering a w ide range of support so that every member of staff can recover from the effects of w orking during the pandemic, can stay w ell and feel they can meet the demands of their roles. Measures of success w ill be improved staff health and w ellbeing results in the Staff Survey from 5.5 to 5.7 and low er sickness absence rate by 1%, from 4.43% to 3.43% 4. We w ill complete an annual report to review the doctors and dentists rota gaps for staff in training roles. This w ill help w ith planning of rotas going forw ard Our pe rformance Quality improvement projects to transform services are aiming to modernise how we deliver care and improve timeliness of treatment and patient experience. These projects include: 5. Outpatie nt im provement programme: We w ill improve the use of technology and redesign of our services to enable consultations to be completed to meet the needs of our patients and our services. In some instances this w ill mean few er attendances to the hospital. Measures of success w ill include improved patient experience, reduced numbers of face-to-face consultations and freeing up clinician time to deliver acute inpatient services 6. The atre transformation: We are aiming to ensure available operating resources (including staff) are used effectively and efficiently. Measures of success w ill include reduced additional operating sessions and reduced w ork being outsourced to other providers. There w ill be evidence of reduced w aiting times for necessary operations, improving patient experience. 7. M e dicines optimisation: We are aiming to ensure that patients are involved in the decision-making about their medications and that they receive the correct medications
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