Quality Accounts 2010/2011
Contents Page
Table of Contents
Item
About Fairfield Hospital
Page
3
Part One
Chief Executive Statement
4
Part Two
The Way Forward
Moving Forward
Review of Services
Statements from the Board
Clinical Audits
CQUIN
Statements from the Care
Quality Commission
Information Governance
Clinical Coding
6
6
7
7
7
9
9
12
12
Part Three
Key Achievements 10/11
Capital Investment Strategy
Leadership
Listening and acting on patients views
Patient Satisfaction
Stakeholder Engagement
Care Quality Commission Indicators
Summary
Comments Received
13
14
14
15
16
17
17
18
19
About Fairfield Independent Hospital
With over 30 years of experience
Fairfield Independent Hospital
provides the highest standards
of healthcare to privately
insured, self-pay and NHS
patients.
Fairfield Independent Hospital is
a charity committed to providing
accessible and affordable
healthcare to as many people as
possible. Any surplus the
hospital makes goes straight
back into healthcare and not to
shareholders.
Fairfield has one of the largest
and busiest Independent
Outpatient Departments in the
North West Region, providing a
range of diagnostic services for
all specialities.
Part One
Chief Executive‟s statement
Fairfield Independent Hospital has been delivering health
services to the community for over thirty years, providing
high quality healthcare in a safe and welcoming
environment. We are a registered charity (Charity No
502791) so work on a not-for-profit basis. We have no
shareholders and any surplus we make is reinvested back
into the charity.
With 98% of patients rating services as excellent or very
good, this is most certainly an achievement to be proud of
for all our staff.
“With 98% of patients
rating services as
excellent or very good,
this is most certainly
and achievement to be
proud of for all our
staff.”
Our services are open to all and can be accessed by
privately insured patients, self-pay patients and NHS
patients. Our reputation based on high quality services and
our core values as a charitable organisation, means we
stand out from providers in the area.
Purpose and Values
Fairfield Independent Hospital‘s charitable purpose is to
relieve sickness, injury and poor health and to promote and
preserve good physical and mental health.
Our vision, as the leading charitable hospital in the area is
delivering the highest possible standards of safe and
effective care that is accessible and affordable to all. This
means that we are the hospital of choice for many patients.
The Hospital has an atmosphere of warmth and friendliness
and everyone who comes into the Hospital is treated with
dignity and respect and made to feel ‗special‘. We pride
ourselves on the fact that throughout the hospital we put
the patient at the heart of everything we do.
Aims
The aims of our organisation are focused around quality
and putting patients at the heart of everything we do
defined by the following objectives:
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04
continuous improvement of our services
evidencing outcomes within a robust governance
framework
providing high quality value for money services that
are accessible to all
providing a patient-focussed service
ensuring we are the hospital of choice for patients
and their GPs.
Fairfield Independent Hospital Quality Account 2010/2011
“The Hospital has an
atmosphere of warmth
and friendliness and
everyone who comes
into the Hospital is
treated with dignity and
respect and made to
feel special”
We are all very aware that we are not a specialist centre,
in fact we are a relatively small unit (32 beds) however,
we pride ourselves on the fact that what we do we do
very well and our patients recognise that.
We have low staff turnover and have found that this aids
continuity of care for all our patients. Our focus on
continuous improvement is reflected in our commitment
to clinical governance, audit and to partnership working.
Our consultants, many of whom are recognised leaders in
their field, are crucial to how the Hospital performs. We
work in partnership with our consultants to ensure
optimum care of patients.
The senior team at the hospital and the Board have
welcomed the opportunity through Quality Accounts to
clearly state our commitment to quality and making sure
that we continue to improve. It sets out facts and
information about the quality of our services which I hope
you will find useful and easy to read and understand. If
you have any queries or comments on our quality account
then
please
let
us
know
by
emailing
k.roche@fairfield.org.uk.
We promote a culture of
learning from incidents, as sometimes we don‘t always
get it right, thus seeking continuous improvements in
quality of care.
This Quality Account has been compiled by members of
the senior team and Board and has also drawn upon
much of the feedback information we get from our
patients. Therefore with all best intentions I am able to
state to the best of my knowledge that the information
contained in this document is accurate.
Cheryl Nolan, Chief Executive
05
Fairfield Independent Hospital Quality Account 2010/2011
Part Two
The Way Forward
Moving Forward 2011/12
The theme of continuous improvement is reflected in
our yearly business plan and in our Strategic Plan which
will be reviewed and refreshed during 2011.
Negotiations are already underway with the PCT and the
move from the existing ECN/FCN agreement to the NHS
Standard Contract will take place in 2011. A detailed
quality schedule is being developed. We will continue to
work with the PCT regarding data quality, reporting and
audit.
“My stay was very
comfortable, everything
was of great satisfaction
very clean, friendly staff
and great food. I have
had a pleasant stay at
Fairfield and have not felt
uneasy or worried at all”
The development areas for 2011/12, as set out in
business plan, are focussed on the areas as detailed July 2010
below:
Clinical effectiveness

To review patient pathways to ensure best practice
and ensure that patients are treated in accordance
with best practice – aiming for an increase of 3%
patients in the hospital being treated as day cases
as compared to treatment as inpatients.

Reducing waste and improving efficiency by
simplifying the workplace using the 5s approach –
everything in the right place at the right time and
ready to go.
Patient safety

Introduction of a set of key performance indicators
for the ward re performance and competencies of
staff.

Enhancement of risk register and further detailed
analysis of adverse/never events.

Reduction in medication errors.
Patient Experience

Patient questionnaires to be introduced in all
outpatient areas with a full review of effectiveness
of outpatient clinics and facilities.

Provision of training for all newly recruited front
line staff in customer services training.

Improve outpatient waiting facilities.

Releasing time to care – as part of the productive
programmes using techniques to analyse main
tasks, then break them down and re-design.
06
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward
Review of services
During 2010/2011 Fairfield
Independent Hospital provided
NHS services to 5,453 patients.
This number includes 231 who
came to the Hospital under an
NHS physiotherapy contract
which ended in June 2010.
Fairfield Independent Hospital
has reviewed all data available to
it on the quality of care in those
services. The income generated
by the NHS services in 2010/2011
represents 100 per cent of the
total income generated for the
provision of NHS by Fairfield
Independent Hospital for
2010/2011 services.
Statements from the Board
This section of the Quality Accounts provides all the
mandatory information as determined by the Department
of Health Regulations. The Board has in place a system
of internal control to ensure that proper arrangements are
in place.
Participation in clinical audits
During 2010/2011 5 national clinical audits and zero
national confidential enquires covered NHS services that
Fairfield Independent Hospital provides.
During that period Fairfield Independent Hospital
participated in 9.25% national clinical audits and 0%
confidential enquires of the national clinical audits and
national confidential enquires which it was eligible to
participate in.
It should be noted that the Cardiac Arrest National Audit,
although eligible, Fairfield Independent Hospital were
unable to participate as no patient suffered a cardiac
arrest within Fairfield Independent Hospital during the
study dates.
The national clinical audits and national confidential
enquires that Fairfield Independent Hospital were eligible
to participate in during 2010/2011 are as follows
National elective surgery
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Patient reported outcome measures (PROMS)
Hip and knee replacements
Hernia
Varicose veins
National Joint registry (NJR)

Hip and knee replacements
“I couldn‟t have been happier with the treatment I received
and conditions of the room and hospital in general. Excellent
service all around” September 2010
07
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward
The reports of 4 national clinical audits were reviewed by
the Hospital in 2010/2011 and we intend to take the
following actions to improve the quality of healthcare
provided.




Venous Thromboebolism reducing the risk NICE
2010 - changes have been implemented to Fairfield
Independent Hospital‘s policy and patient risk
assessments
Better Blood Transfusions, National Blood
Transfusion Committee as a result, Fairfield
Independent Hospital Blood transfusion policy and
protocols have been updated following this
publication.
Analysis of data from PROMS to add value to patient
journey, ensuring that as many forms as possible
are completed to ensure high compliance levels.
National Joint Registry - to ensure we achieve
100% compliance in 2011/2012. The 2010/2011
compliance figure stands at 85%
The reports of 3 of our local clinical audits were reviewed
during 2010/2011. As a result of these audits we intend
to take the following actions to improve the quality of
healthcare provided.


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08
Privacy and Dignity audit carried out in 2010 showed
one area to be improved, as 48% of audit sample
showed patients would have liked to have been
asked their ‗preferred name‘ and the preferred name
used by staff. Staff were made aware of the audit
results and changes made to admission
documentation. A re-audit showed that 98% of all
patients had been asked their ‗preferred name‘ on
admission and the staff used that name.
Medicines Management (ward) 4 areas of
improvement required Documentation of PRN times
of administration, date and signature of discontinued
drugs, availability of allergic reaction drug box,
documentation of the reasons a drug omission has
occurred, these 4 areas have shown an
improvement month on month of ongoing audit.
Consent Information for patients prior to admission
for elective surgery was completed as staff had
raised some issues regarding consenting of patients
prior to surgery
National enquires
The national clinical audits and
national confidential enquires
that Fairfield Independent
Hospital participated in during
2010/2011 are as follows:
National Elective Surgery


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
Patient reported outcome
measures (PROMS)
Hip and knee replacements
Hernia
Varicose veins
National Joint Registry (NJR)

Hip and knee replacements
“Everything about the
hospital was first class.
I couldn‟t find fault with
anything” June 2010
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward
“This is a lovely
hospital with very
friendly and
courteous staff on all
levels. I was very
well cared for.
Facilities are excellent” Nov 2010
The audit subsequently raised two areas that required
action (i) where patients signed their consent forms and (ii)
the number of patients given a copy of their consent
form. 52% of patients signed their consent form on the
ward, 44% in OPD and 4% signed in theatre.
75% of patients were given a copy of their consent form.
Consultants have been informed of the findings and a
follow up audit will be completed to make certain that all
Consultants follow national consenting protocols. This will
lead to an increase in the number of patients who sign their
consent form in the outpatients department and guarantee
an increase in patients who receive a copy of their consent
form.
Research
The hospital does not participate in clinical research.
Goals agreed with commissioners
Use of CQUIN framework
Fairfield Independent Hospital‘s income in 2010/2011 was
not conditional on achieving quality improvement and
innovation goals through the Commissioning for quality and
innovation framework because the provider doers not use
any of the NHS Standard Contracts. Therefore the Hospital
was not eligible to negotiate a CQUIN Scheme.
Statements from the Care Quality Commission
(CQC)
Fairfield Independent Hospital is required to register with
the Care Quality Commission and its current registration
status is as follows:
Regulated Activity - Accommodation for persons
who require nursing or personal care
Nominated individual is Cheryl Nolan (Registered
Manager)
Conditions of registration

The Registered provider must ensure that the
regulated activity for persons who require nursing or
personal care is managed by an individual who is
registered as a manager in respect of the activity, as
carried out at the location Guy Pilkington Memorial
Home.
09
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward

The Regulated activity may only be carried out at or
from the following locations:
Guy Pilkington Memorial Home
Fairfield Independent Hospital
Crank
St Helens
Merseyside
Additional conditions that apply to this location
The registered provider must only accommodate a
maximum of one service user at Guy Pilkington Memorial
Home.
“An excellent service by
a team of wonderful
workers. All staff were
professional and
friendly, putting me at
ease ” March 2010
Regulated Activity - Diagnostic and screening
procedures
Nominated individual is – Cheryl Nolan (Registered
Manage)
Conditions of registration

The Registered provider must ensure that the
regulated activity diagnostic and screening
procedures is managed by an individual who is
registered as a manager in respect of the activity,
as carried out at the location Guy Pilkington
Memorial Home

The Regulated activity may only be carried out at
or from the following locations:
Guy Pilkington Memorial Home
Fairfield Independent Hospital
Crank
St Helens
Merseyside
Regulated Activity - Surgical procedures
Nominated individual is – Cheryl Nolan (Registered
Manager)
Conditions of registration

The Registered provider must ensure that the
regulated activity surgical procedures is managed
by an individual who is registered as a manager in
respect of the activity, as carried out at the location
Guy Pilkington Memorial Home

10
The Regulated activity may only be carried out at
or from the following locations:
Guy Pilkington Memorial Home
Fairfield Independent Hospital
Crank
St Helens
Merseyside
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward
“This is my first
experience of any
surgical procedure
under general
anaesthetic and I was
treated with total
respect and received an
excellent overall service
from Fairfield” Dec 2010
Regulated Activity Treatment of disease disorder
or injury
Nominated individual is – Cheryl Nolan (Registered
Manager)
Conditions of registration

The Registered provider must ensure that the
regulated activity treatment of disease or injury is
managed by an individual who is registered as a
manager in respect of the activity, as carried out at
the location Guy Pilkington Memorial Home

The Regulated activity may only be carried out at
or from the following locations:
Guy Pilkington Memorial Home
Fairfield Independent Hospital
Crank
St Helens
Merseyside
The Care Quality Commission has not taken enforcement
action against Fairfield Independent Hospital as at
31.03.2011.
Fairfield Independent Hospital has not participated in any
special reviews or investigation by the CQC during the
reporting period.
Data Quality
Fairfield Independent Hospital will be taking the following
action to improve data quality:

We will work with our system provider to ensure
that the Patient Administration System (PAS) allows
the recording of fifth digit extensions on diagnostic
codes.
NHS Number and General Medical Practice Code
Validity
Fairfield Independent Hospital submitted records during
2010/2011 to the Secondary Uses Service (SUS) for
inclusion in Hospital Episode Statistics which are included
in the latest published data. The percentage of records in
the published data which included the patient‘s valid NHS
number was:
11
Fairfield Independent Hospital Quality Account 2010/2011
The Way Forward
100% for admitted patient care
100% for outpatient care
The percentage of records in the published data which
included the patients valid general medical practice code
was
98.5% for admitted patient care
98.5% for outpatient care
Information Governance Toolkit Attainment Levels
Fairfield Independent Hospitals Information Governance
Assessment report Score for the period is currently been
worked on. The most recent reports score was 83% and
the hospital was rated as green.
“I‟m really impressed
with the hospital
services and staff. The
staff were fantastic and
very professional yet
approachable. Thank
you very much I really
appreciate the care and
advice given” Feb 2010
Clinical Coding Error rate
Fairfield Independent Hospital was subject to the
Payment By Results clinical coding audit during the
2010.2011 by the Audit Commission and the error rates
reported in the latest published audit for that period for
diagnosis and treatment coding (clinical coding) were 9%
Diagnosis Incorrect 16%
Secondary Diagnosis incorrect 10.2%
Primary procedure incorrect 5%
Secondary procedures incorrect 4.8%
The overall conclusion from the audit was:
―The provider‘s performance is similar to the national average
error rate of acute NHS trusts in 2009/10. The Provider‘s HRG
error rate is 9 per cent compared to the 2009/10 NHS average
of 9.1 per cent.
Overall the Provider has good arrangements for the completion
of clinical coding. This has been demonstrated throughout the
audit and the Provider should be commended on this. We did
identify a system constraint whereby it does not allow the
recording of fifth character diagnosis codes. Though this did
not lead to any HRG changes in the sample audited it did affect
the coding accuracy leading to 16 coding errors—41 per cent of
the clinical coding errors recorded.‖
The Hospital is working with iSoft, it‘s Patient
Administration System provider to provide a coding
environment which will enable our clinical coders to fully
code the Hospital‘s activity.
12
Fairfield Independent Hospital Quality Account 2010/2011
Part Three
Key Achievements
Key Achievements
Some of our key achievements are detailed below:



The Hospital provided NHS health
services to 5,453 patients with a
total of 2,415 receiving surgery.
Of those admitted patients 78%
were treated as day cases.
Accreditation of quality standards
ISO 9001:2008 in Dec 2010
(Quality Management Standard)
and ISO 27001:2005 in Dec 2010
(Management of Information and
Security Standard)
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“This is my first
experience of any
surgical procedure
under general
anaesthetic and I was
treated with total
respect and received an
excellent overall service
from Fairfield” Dec 2010
During the year we also embarked on the Productive
Series around ‗Lean‘ in certain clinical areas. Whilst
the use of the tool has been a steep learning curve
for staff we have been able to realise improvements
in how we do things and how we use systems and
processes within our organisation. ‗Lean‘ is part of
our programme of continuous improvement across
the organisation.



13
The Hospital provided NHS health services to 5,453
patients with a total of 2,415 receiving surgery. Of
those admitted patients 78% were treated as day
cases.
Our infection rates during the year were excellent
with zero levels of MRSA, MSSA and c-difficile. Our
overall average monthly rate in 2010 to 2011 was
0.43%
Accreditation via the NHS Any Willing Provider
process.
Very high levels of patient satisfaction
Re-registration with the Care Quality Commission
and all minimum standards met.
Excellent outcomes with low levels of returns to
theatre.
Accreditation of quality standards ISO 9001:2008 in
Dec 2010 (Quality Management Standard) and ISO
27001:2005 in Dec 2010 (Management of
Information and Security Standard)
Efficiencies:
Theatre efficiency programme ensuring that we
utilise our theatre capacity to the maximum and that
we deploy our staff accordingly.
To-date some of the benefits already realised are:
Introduction of at a glance boards.
Improved communication and teamwork strategies
with full roll out of World Health Organisation
surgical checklist.
Efficient and effective stock control which has
helped eliminate time searching for stock.
Fairfield Independent Hospital Quality Account 2010/2011
Key Achievements
Capital Investment Strategy
We have a 5 year capital investment strategy which is
refreshed each year. During 2010/2011 the works listed
below have been completed as part of our overall
strategy:

Refurbishment of patient bedrooms which included
new flooring, new blinds, repainting and the
provision of flat screen TVs.

New air conditioning unit installed in the recovery
ward.

Refurbishment of consulting rooms including new
flooring. Access points for the Hospital‘s picture,
archiving and communications system was extended
to all consulting rooms.

Refurbishment of the physiotherapy unit, which
included repainting, new flooring and a new roof
above the unit.

Upgrade of Ophthalmic suite and equipment. This
included repainting, new flooring, a new Yag laser, a
new field analyser, and a new surgical
microscope.

A new set of theatre lights fitted in one of our two
theatres, the RO plant and ring main was upgraded,
and a new flooring placed into the theatre recovery
area.
“I would like to thank
all your staff that I
came into contact
with every member
of staff should be
praised for their high
level of care that is
given to the patients;
they have a lovely
caring manner.
Thank you” Jan 2010
Leadership
The Executive Team and Heads of Department undertook
an intensive management and leadership development
programme in 2010.
The programme was very
interactive and a great success.
14 staff gained NVQ qualifications and a number of staff
embarked on degree level courses. We trained 167 of
our staff throughout the year.
The Board of Trustees was strengthened by the
appointment of one new member with specific skills
around marketing.
Student nurses continue on placement.
14
Fairfield Independent Hospital Quality Account 2010/2011
Key Achievements
Listening and Acting on Patient Views
“Having not been in
hospital before, I was
apprehensive and didn‟t
know what to expect. I
needn‟t have worried.
Every single person I
came into contact with
was courteous, friendly
and professional.
Thank you very much
for making my stay so
comfortable” May 2010
As a service organisation, we are continually reviewing
the service we give to our patients. Our managers
routinely audit how patients flow through the system by
shadowing patients with their consent and ‗walking in
their shoes‘.
The charts shown in the attached schedules show the
2010/11 figures for patient satisfaction. All our inpatients
and day case patients are given a patient questionnaire
and all responses are reviewed by the CEO. We have also
embarked on asking our outpatients what they think of
our services; the results of the first three months are
shown in the Schedule 2 overleaf.

Inpatient/Daycase Patient Satisfaction Scores
- Schedule 1
From April 2010 - March 2011 the hospital admitted
as an inpatient or day case 2,475 patients. 2,004
questionnaires had been returned, from inpatient
and day cases, which provided the hospital
management team and staff with feedback, on all
aspects of their care, from pre admission process,
arrival at the hospital, treatment, care an discharge.
During this period, an 83% response was obtained.
98% of those who responded rated the overall
standard either “very good” or “excellent”

Outpatient Satisfaction Scores - Schedule 2
In January 2011 we started to gather data around
satisfaction in the Outpatients department. We have
issued 300 questionnaires so far this year of which
135 have been returned.
During this period, a 45% response was obtained.
98% of those who responded rated the overall
standard either “very good” or “excellent”
15
Fairfield Independent Hospital Quality Account 2010/2011
Key Achievements
The figures, as detailed in the below schedules, evidence that
we do have high levels of patient satisfaction. Patient‘s views
and comments are very important to us and to the process of
continuous improvement seeing how we are doing now but
also what we need to do to get even better. For example,
comments have been made about disabled parking,
confidentiality, customer service - in all cases action plans
have been put in place to address the concerns and the
patients who raised the issues advised of what we are doing.
16
“I was completely happy
with all. Everything went
well and all staff were
wonderful. I have no
complaints at all; it was
fantastic!
” Apr 2010
Fairfield Independent Hospital Quality Account 2010/2011
Key Achievements
All the information we give to patients has
been reviewed and revised to ensure it is
up-to-date, written in plain English and that it
provides all the necessary information in order
that patients can make informed decisions
about their care and treatment pathways.
Stakeholder engagement
We are very proactive in getting patients views
and the senior team carry out ad hoc ‗walk
abouts‘ to speak with patients to ask how they
feel about Fairfield and if they feel we are
getting it right.
Indicator
Total numbers in
Period 1 Apr 10
to
31 Mar 11
%
Inpatient mortality
0
0
Peri-operative mortality
0
0
Unplanned readmission
Within 28 days
8
0.0178%
Unplanned returns to
Theatre
2
0.044%
Unplanned transfers to
Another hospital
4
0.089%
0
0
The Medical Advisory Committee (MAC) is a Mortality with 7 days
Of
discharge
valuable tool by which we obtain the views of
our consultant body and discuss areas of good Pulmonary Embolism
0
0
practice and concerns. The MAC had a direct
0
0
line of accountability to the Board and the Deep Vein Thrombosis
Chairman of the Board of Directors attends Surgical infection rate
0
0
MAC meetings. The MAC Chair is also a Board
0
0
member. The MAC provides input into how MRSA blood cultures
we take specific areas of the business forward MRSA positive blood
0
0
and what they feel would/could be cultures
development opportunities for the Hospital. In
2011/2012 there will be a focus on business
development across each of the speciality Care Quality Commission Indicators
areas that the hospital covers.
Each quarter the Hospital has to make regular
submission to the Care Quality Commission on a
“I have found my care and
defined set of indicators. We are very proud of our
treatment to be excellent
results as they reflect the high standards of care that
we give to our patients and also provide evidence of
every time I attend here. My
our low infection rates and excellent patient outcomes.
Consultant has been superb
and the theatre staff caring,
understanding and
professional, putting me at
ease. All the staff I‟ve seen
today, and my previous times,
are great. I would
recommend this hospital! ”
August 2010
17
Fairfield Independent Hospital Quality Account 2010/2011
In Summary
We are extremely proud of our achievements to date. We will
continue to put quality at the forefront of the care we provide
and patients at the heart of everything we do.
We are under no illusions that in the current financial climate
we have many challenges ahead.
However, we will be
proactive in our approach in order that we tackle the
challenges in the most appropriate way to ensure that we
deliver the highest quality care and a first class service to all.
NHS Halton and St Helens
Comments on Fairfield Independent Hospital
Quality Account 2010/2011
June 2011
NHS Halton and St Helens (the PCT) has had the opportunity to see a
draft of the Fairfield Independent Hospital‟s Quality Account
document. The Hospital has provided a comprehensive summary of
the service and quality improvements it has implemented during
210/11 and an outline for it‟s plans for 2011/12.
The Hospital has used the recommended format for the Quality
Account and has included the mandated report requirements, as
identified in the revised guidance and regulations for the production
of 2010/11 Quality Accounts. Within the draft document available
for the PCT to review, some information relating to Information
Governance was identified as still to be completed
Some of the information identified in the mandated areas of the
Quality Account document cannot be provided by the Hospital for the
2010/11 reporting period. During this time the Hospital was not
contractually required to comply with these areas of activity within
it‟s NHS service provision. From April 2011 the Hospital will provide
NHS commissioned services in accordance with the NHS standard
contract for Acute services and will comply with these identified
areas for example, CQUIN.
Some of the Hospital‟s identified achievements during 2010/11
would have benefited for further description / explanation, for
example the introduction of „at a glance boards‟ in order to identify
the benefits of these innovations to the wider population who may
read the Quality Account report. This section would have benefited
from a more detailed narrative in relation to the achievements in
order to allow for a fuller understanding of the Hospitals work.
The PCT looks forward to working with the Hospital during 2011/12
and supporting it‟s continued quality improvement in the future.
Fairfield Independent Hospital
Crank
St Helens
Merseyside
WA11 7RS
www.fairfield.org.uk