BMI The Priory Hospital
Quality Accounts
2013 - 2014
ϭ
BMI The Priory Hospital Quality Accounts
April 2013 to March 2014
CONTENTS
Page
Chief Executives Statement
3
BMI The Priory Hospital
5
1 Safety
8
1.1 Infection prevention and control
1.2 Patient Led Assessment of the Care Environment (PLACE)
1.3 Venous Thrombo-embolism (VTE)
2 Effectiveness
13
2.1 Patient reported Outcomes (PROMS)
2.2 Enhanced Recovery Programme (ERP)
2.3 Unplanned Readmissions within 31 days and unplanned returns
to theatre
3 Patient experience
16
3.1 Patient satisfaction
3.2 Complaints
4 CQUINS
17
5 National Clinical Audits
18
6 Research
18
7 Priorities for service development and improvement
18
8 Mandatory Quality Indicators
19
9 Non-Mandatory Quality Indicators
22
Ϯ
Chief Executive’s Statement
Welcome to our Quality Accounts 2014, the fifth year we have
published this data. The information presented here on a broad
range of quality measures continues to grow in importance and
usefulness for patients and commissioners. Quality accounts
already provide a key metric for people to assess the strength of
our 66 hospitals and clinics against other facilities - NHS and
independent - from which they might receive their care.
For BMI Healthcare and every other private provider the
importance of comparable quality data was recently reinforced
by the conclusions of the Competition Commission’s market
investigation into private healthcare. From the outset of the
inquiry BMI Healthcare supported the principle that competition
in the sector would be enhanced if private hospitals produced
comparable quality data, and that competition amongst hospitals
would drive up service standards. We were therefore fully
supportive when the Commission announced in April that it is mandating the provision of greater
information on the performance of hospital operators and consultants. We wholeheartedly agree
when the Commission says that “a more transparent market with patients actively making
choices will drive hospital operators to compete on the things that matter to patients”.
Whilst we are yet to see how the Commission will ensure that this is enacted, the private sector
continues to take its own steps. Five years ago BMI Healthcare was at the forefront of the
sector’s efforts to be more open about sharing comparable quality and pricing data when we
sponsored the launch of the Hellenic Project. Today that work has been superseded by the
Private Hospitals Information Network which is working towards publishing data that will allow
patients and commissioners to make informed choices - a challenge that the sector must now
rise to. We at BMI Healthcare will continue to play our part in these important developments,
which we believe can have a significant role in driving higher quality standards.
I remain proud, but certainly not complacent, about the quality of care our hospitals provide.
Last year BMI Healthcare invested £40m in our hospitals, supporting our committed staff and
consultants to meet the challenge of providing consistently safe, high quality care. We
constantly measure our patients’ experience, and I am pleased to note that in the three months
to the end of March 2014, 97.3% of patients independently surveyed expressed satisfaction with
their care and 97.9% said they would recommend us to others. There is however always room
for improvement, and publication of comparable quality data across the independent sector can
only help.
The information available in these quality accounts has been reviewed by the Clinical
Governance Board and I declare that as far as I am aware the information contained in these
reports is accurate. I thank all the staff whose energy and devotion to improvement is
represented here and, more importantly, in the experiences of every patient who steps across
our threshold.
ϯ
Stephen Collier
Chief Executive Officer
ϰ
BMI The Priory Hospital
BMI The Priory Hospital in Birmingham is part of BMI Healthcare, Britain's leading provider of
independent healthcare with a nationwide network of hospitals & clinics performing more
complex surgery than any other private healthcare provider in the country. The Priory Hospital
not only specialises in surgical procedures but offers the Highbury Oncology Centre in which we
have a day case/outpatient centre, a dedicated inpatient suite, a One Stop Breast Clinic and
work with many leading haemato-oncologists. The Highbury Centre was recently awarded the
Macmillan Quality Environment Mark.
Whether routine investigations, advanced surgical procedures or paediatric services, The Priory
attracts some of the country’s most eminent surgeons and highly regarded specialist clinics. It’s
not surprising then that international patients from all over the world choose to come here. A
highly competent team of nurses support all our clinicians, as well as ensure our patients
receive the best possible care in a friendly and professional environment.
Unlike many private hospitals, the Priory Hospital has a Level III Critical Care Unit with six ITU
(Intensive Treatment Unit) beds. It also has five main theatres, and a fertility and cardiac
catheterisation lab theatre. All of our 118 bedrooms offer the privacy and comfort of en-suite
facilities, satellite TV and telephone.
This specialist expertise is supported by caring and professional medical staff, with dedicated
nursing teams and Resident Medical Officers on duty 24 hours a day, providing care within a
friendly and comfortable environment.
BMI The Priory Hospital has access to some of the latest technology and equipment including:
• 15 consulting rooms
• 5 theatres
• Critical care unit with 6 beds
• Cardiac catheterisation lab
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•
•
•
•
•
•
•
Diagnostics services including PET CT scanning
Nuclear medicine
Physiotherapy
Fertility service
Oncology service with 18 outpatient treatment rooms and 18 dedicated
Inpatient beds
Oncology suite
Priory Hospital also works closely with BMI off site facilities at Heath Lodge in Knowle, Solihull
and Ashfurlong Medical Centre in Sutton Coldfield. Both these facilities offer an outpatient
facility and basic diagnostic facilities.
Recent Refurbishment
BMI Priory Hospital has unveiled its newly refurbished Bournville Suite which included the
replacement of the cardiac central monitoring system for the ward and critical care unit.
The suite has been given a one-and-a-half-million pound facelift of 22 superb single rooms and
a relaxing patient lounge. New flooring and furniture has been fitted throughout along with easyto-clean wooden flooring in all rooms and corridors.
There is also a specially-designated office to be used by the ward manager as well as a new
nurses’ station.
BMI Priory Executive Director Tony Yates said: “this is now the second stage of our major
refurbishment and we are delighted that our patients have been extremely complimentary about
the new décor and facilities. We now look forward to continuing in our refurbishment
programme”
New Developments
We hope to secure a further outreach facility in Stourbridge to ensure patients’ needs are being
met in their local vicinity.
We hope to further increase our GP education programme. In the year to date we have had
over 700 GP attendees in our programme which develops strong relationships between our
GP’s and consultants and contributes to GP’s continuing professional development
requirements.
NHS work makes up 6.5% of the total work that is undertaken at Priory Hospital. Some “spot”
purchase NHS work is carried out at Priory but this is high acuity work that requires ITU care.
We are currently working with the University Hospital Birmingham on both a cardiac and
neurosurgical contract.
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BMI Healthcare are registered as a provider with the Care Quality Commission (CQC) under the
Health & Social Care Act 2008. BMI The Priory Hospital is registered as a location for the
following regulated services:•
•
•
•
Treatment of disease, disorder and injury
Surgical procedures
Diagnostic and screening
Family Planning
The CQC carried out an unannounced inspection on 15th October 2013 and found
Standards of treating people with respect and involving them in their
care
Standards of providing care, treatment & support which meets people's
needs
Standards of caring for people safely & protecting them from harm
Standards of staffing
Standards of quality and suitability of management
BMI The Priory Hospital has a local framework through which clinical effectiveness, clinical
incidents and clinical quality is monitored and analysed. Where appropriate, action is taken to
continuously improve the quality of care. This is through the work of a multidisciplinary group
and the Medical Advisory Committee.
Regional Clinical Quality Assurance Groups monitor and analyse trends and ensure that the
quality improvements are operationalised. There has been development of
At corporate level the Clinical Governance Board has an overview and provides the strategic
leadership for corporate learning and quality improvement.
There has been ongoing focus on robust reporting of all incidents, near misses and outcomes.
Data quality has been improved by ongoing training and database improvements. New reporting
modules have increased the speed at which reports are available and the range of fields for
analysis. This ensures the availability of information for effective clinical governance with
implementation of appropriate actions to prevent recurrences in order to improve quality and
safety for patients, visitors and staff.
At present we provide full, standardised information to the NHS, including coding of procedures,
diagnoses and co-morbidities and PROMs for NHS patients.There are additional external
reporting requirements for CQC, Public Health England (Previously HPA) CCGs and Insurers
BMI is a founding member of the Private Healthcare Information Network (PHIN) UK – where
we produce a data set of all patient episodes approaching HES-equivalency and submit this to
PHIN for publication. The data is made available to common standards for inclusion in
comparative metrics, and is published on the PHIN website http://www.phin.org.uk. This website
gives patients information to help them choose or find out more about an independent hospital
including the ability to search by location and procedure.
ϳ
1 Safety
1.1 Infection prevention and control
.
The focus on infection prevention and control continues under
the leadership of the Group Director of Infection Prevention and
Control and Group Head of Infection Prevention and Control, in
liaison with the Infection Prevention and Control Lead BMI The
Priory Hospital.
We have had: • Zero cases of MRSA bacteraemia in the last year (NHS
1.17cases/100,000 bed days).
• 1 MSSA bacteraemia case in past 12 months
• 2 cases of Clostridium difficile in the last 12 months.
Infection Prevention and Control (IPC) environmental and clinical practice audits are carried out
within all departments of the hospital according to an annual audit schedule devised by the IPC
team. These are performed using the Infection Prevention Society’s (IPS) Quality Improvement
Tools (QIT).
QIT audit results are reviewed by the IPC team and areas of concern are re-visited at more regular
intervals with action plans being devised for desired improvements.
Challenges presented by the general hospital environment throughout the QIT audits have now been
addressed by a ward by ward refurbishment. The refurbishment incorporated extensive local
involvement by the IPC team from the planning stage to completion of the first phase ensuring
clinical environments fit for purpose.
High Impact Intervention (HII) care bundles for peripheral cannulas, urinary catheters, and
Surgical Site Infection (SSI) were introduced by the IPC team in January 2012 with an
expansion to include Central Venous Catheter, Ventilator bundles during 2013.
These audits are carried out quarterly by the IPC Team to maintain clinical standards alongside
National benchmarks. All staff are made aware of the importance of these bundles, their impact
on clinical practice and the importance of accurate documentation for audit purposes.
during annual mandatory training.
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Care Bundle audit results 2013
Urinary Catheters
Insertion:
Ongoing care:
100%
100%
Insertion:
Ongoing care:
29%
61%
SSI (Intraoperative)
Intra-operative
85%
CVAD (Critical Care)
Insertion
Ongoing Care
100%
100%
Peripheral Cannula
(average of all wards
and departments)
Ventilator (Critical Care)
100%
Appropriate documentation is being devised corporately to incorporate these specific audit tools
as the audit results for the most commonly carried out invasive procedure (Venous cannulation)
is misrepresented due to the inappropriateness of the currently available documentation.
All clinical staff attend annual mandatory training which incorporates hand hygiene training and
competencies, Aseptic Non-Touch Technique training and competencies, Care bundles and
High Impact Intervention awareness. The mandatory training sessions also involve changes in
IPC guidelines, discussions related to IPC practices. Recently introduced is a session
addressing Sepsis awareness/recognition and management for all clinical staff.
In addition to the QIT audit schedule regular hand hygiene audits are undertaken in the clinical
areas to ensure staff are decontaminating their hand within the clinical area at appropriate
times.
IPC continues to support, educate and facilitate improvements within the clinical environment
and in maintaining and improving staff performance and patient safety.
Environmental cleanliness is also an important factor in infection prevention and our patients
rate the cleanliness of our facilities highly.
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1.2 Patient Led Assessment of the Care Environment (PLACE)
We believe a patient should be cared for with compassion and dignity in a clean, safe
environment.
Where standards fall short, they should be able to draw it to the attention of managers and hold
the service to account. PLACE assessments will provide motivation for improvement by
providing a clear message, directly from patients, about how the environment or services might
be enhanced.
In 2013 we introduced PLACE, which is the new system for assessing the quality of the patient
environment, replacing the old Patient Environment Action Team (PEAT) inspections.
The assessments involve patients and staff who assess the hospital and how the environment
supports patient’s privacy and dignity, food, cleanliness and general building maintenance. It
focuses entirely on the care environment and does not cover clinical care provision or how well
staff are doing their job.
The results will show how hospitals are performing nationally and locally.
The PLACE for 2013 remains on a live information site and therefore individual comments and
recommendations are not delivered to the IPC team.
The IPC, catering and housekeeping teams work closely together to fulfil the requirements of
the PLACE audit on an annual basis.
A majority of patient representative comments involve signage and external road markings,
disabled parking bays etc. The hospital buildings and grounds have been revisited with
improvements being made in signage and a more appropriate sighting of the disabled parking
spaces.
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The improvements to the ward environment following the completion of the refurbishments were
highly praised by the patient representatives as a much more professional finish to the patient
rooms improving the general feel of the hospital.
Positive feedback was given by the patient representatives regarding the housekeeping,
cleanliness, friendliness and approachability of all staff. Catering and servery staff received high
recommendations and praise for their flexibility and quality of food provided.
1.3 Venous Thrombo-embolism (VTE)
BMI Healthcare, holds VTE Exemplar Centre status by the Department of Health across its
whole network of hospitals including The Priory Hospital. BMI Healthcare was awarded the Best
VTE Education Initiative Award category by Lifeblood in February 2013 and were the Runners
up in the Best VTE Patient Information category.
We see this as an important initiative to further assure patient safety and care. We audit our
compliance with our requirement to VTE risk assessment every patient who is admitted to our
facility and the results of our audit on this has shown as 100% compliance.
The Priory Hospital reports the incidence of Venous Thromboembolism (VTE) through the
corporate clinical incident system. It is acknowledged that the challenge is receiving information
for patients who may return to their GPs or other hospitals for diagnosis and/or treatment of VTE
post discharge from the Hospital. As such we may not be made aware of them. We continue to
work with our Consultants and referrers in order to ensure that we have as much data as
possible. .
The number of incidences at BMI The Priory in the past year were:
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2 Effectiveness
2.1 Patient reported Outcomes (PROMS)
Patient Reported Outcome Measures (PROMs) are a means of collecting information on the
effectiveness of care delivered to NHS patients as perceived by the patients themselves.
PROMs is a Department of Health led programme.
Latest results can be found by going on the online SOLAR system provided to you by Quality
Health.
PROMS data is not currently collected for The Priory Hospital.
2.2 Enhanced Recovery Programme (ERP)
The ERP is about improving patient outcomes and speeding up a patient’s recovery after
surgery. ERP focuses on making sure patients are active participants in their own recovery and
always receive evidence based care at the right time. It is often referred to as rapid recovery, is
a new, evidence-based model of care that creates fitter patients who recover faster from major
surgery. It is the modern way for treating patients where day surgery is not appropriate.
ERP is based on the following principles:-
ϭϯ
All Patients are on a pathway of care
• Following best practice models of evidenced based care
• Reduced length of stay
Patient Preparation
• Pre Admission assessment undertaken
• Group Education sessions
• Optimizing the patient prior to admission – i.e HB optimisation, control co-morbidities,
medication assessment – stopping medication plan.
• Commencement of discharge planning
Proactive patient management
• Maintaining good pre-operative hydration
• Minimising the risk of post-operative nausea and vomiting
• Maintaining normothermia pre and post operatively
• Early mobilisation
Encouraging patients have an active role in their recovery
• Participate in the decision making process prior to surgery
• Education of patient and family
• Setting own goals daily
• Participate in their discharge planning
Local progress as follows;
•
Information has been designed and available for all patient regarding carbohydrate
loading
•
One stop outpatient and pre-assessment clinics
•
Increased numbers of telephone pre-assessment
•
Implementation of joint physio and pre-assessment clinics
•
Information regarding pathway being given at pre-assessment
•
Multidisciplinary Team working together to optimize early discharge
•
Using principals of ERP across all Departments
•
Post discharge calls introduced
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2.3 Unplanned Readmissions within 31 days and unplanned returns to theatre.
Unplanned readmissions and unplanned returns to theatre are normally due to a clinical
complication related to the original surgery.
ϭϱ
This data is tracked monthly and scrutinized by the Director of Nursing to look for trends or any
concerns. The data is fed back through the Integrated Governance Committee and Medical
Advisory Committee. All unplanned readmissions and returns to theatre are looked at in detail to
ensure there are no clinical concerns.
3 Patient experience
3.1 Patient satisfaction
BMI Healthcare is committed to providing the highest levels of quality of care to all of our
patients. We continually monitor how we are performing by asking patients to complete a patient
satisfaction questionnaire. Patient satisfaction surveys are administered by an independent third
party.
The above table shows satisfaction with overall quality of care. A patient satisfaction group has
been formed who are looking at response rates and addressing key issues to improve the
patients services.
3.2 Complaints
In addition to providing all patients with an opportunity to complete a satisfaction survey BMI
The Priory Hospital actively encourages feedback both informally and formally. Patients are
supported through a robust complaints procedure, operated over three stages:
Stage 1: Hospital resolution
Stage 2: Corporate resolution
Stage 3: Patients can refer their complaint to independent adjudication if they are not satisfied
with the outcome at the other 2 stages.
ϭϲ
There has been a growth in complaints regarding financial issues, in terms of hospital costs the
financial systems in place and Consultant fees. Work continues with our central patient finance
teams (BBS) by staff investigating complaints and feedback on patient experience ie.
communication to improve the service. It is however pleasing to report that complaints against
hospital care delivery remains low.
4 CQUINS
As the CQUIN year for this contract is out of sync with the national timetable the results for the
full year are not yet available. Below is a table showing the achieved half year performance and
the estimated full year performance
CQUIN Group
CQUIN Description
Half Year Projected
Performan End
of
ce
Year
Performan
ce
Friends
and
Family FFT Implementation: achieving full 100%
100%
Expansion
implementation / phased expansion in
line with national milestones (Y/N)
Friends
and
Family FFT Response Rate
100%
100%
increased response rate
Safety Thermometer
Safety Thermometer survey data for 100%
100%
all appropriate patients, in all
appropriate settings for relevant
measures submitted
ϭϳ
VTE Risk Assessment
% of all adult inpatients who have had 100%
a VTE risk assessment on admission
to hospital using the clinical criteria of
the national tool
VTE
Routre
Cause % of root cause analyses carried out 100%
Analysis
on cases of hospital associated
thrombosis
Surgical Care Bundle To increase best practice use of 100%
Audits
–
Catheters: catheters
Completion of Monthly
Audits
Post-Surgical
Remote To record and increase post-surgical 100%
Follow Up: Completion of telephone follow-ups.
Monthly Audits
Lifestyle
Interventions: To capture BMI and risk assess for 50%
Identification of patients weight associated health issues.
with BMI >30
Lifestyle
Interventions: To capture signpost and offer advice 50%
Patients with BMI >30 to make lifestyle changes to patients
offered
advice
and with BMI >30
signposted to appropriate
services
Creating a Climate of Creating a climate of Quality and 100%
Quality
and
Patient Patient Safety through a focus on the
Safety
patient
safety
culture
of
the
organisation/team or staff group
100%
100%
100%
100%
65%
65%
100%
5 National Clinical Audits
BMI The Priory Hospital was only eligible to participate in National Joint Registry audit and all
joint replacements are submitted to this. BMI hospital data is from page 196 onwards in
attached latest NJS report.
6 Research
No NHS patients were recruited to take part in research.
7 Priorities for service development and improvement
•
•
•
•
Refurbishment of 30 year old hospital already underway
Appointment and retention of high quality staff
Increase offering in fertility services
Increasing service offering to provide for all complex surgical procedures
ϭϴ
8 Mandatory Quality Indicators
8.1 The value and banding of the summary hospital-level mortality indicator (SHMI) for the
Priory Hospital for the reporting period.
Unit
N/A
Reporting Periods
(at least last two
reporting periods)
Oct 11 – Jun 13
National
Average
Highest National
Score
Lowest National
Score
1.0006
1.1822
0.6735
The Priory Hospital cannot report on this as the HSCIC data does not contain the independent
sector for this
8.2 The Priory Hospital patient reported outcome measures scores for
(i) Groin hernia surgery
Unit
N/A
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
0.083
0.157
0.014
The Priory Hospital considers that this data is as described for the following reasons (insert
reasons).
The Priory Hospital does not currently treat NHS patients in this category
(ii) Varicose vein surgery
Unit
N/A
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
-8.738
8.172
-15.918
The Priory Hospital does not currently undertake NHS patients in this category
(iii) Hip replacement surgery
Unit
N/A
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
21.280
24.684
17.214
The Priory Hospital does not currently treat NHS patients in this category
ϭϵ
(iv) Knee replacement surgery during the reporting period.
Unit
N/A
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
15.99
20.37
12.2
The Priory Hospital does not currently treat NHS patients in this category
8.3 (i) The percentage of patients aged 0-14 readmitted to a hospital which forms part of the
Priory Hospital within 28 days of being discharged from a hospital which forms part of the
hospital during the reporting period.
Unit
0%
Reporting Periods
(at least last two
reporting periods)
Apr 11 - Mar 12
National
Average
Highest National
Score
Lowest National
Score
11.45
14.35
7.96
8.3.(ii)The percentage of patients aged 15 or over readmitted to a hospital which forms part of
the Priory Hospital within 28 days of being discharged from a hospital which forms part of the
hospital during the reporting period.
Unit
0.3%
Reporting Periods
(at least last two
reporting periods)
Apr 11 – Mar 12
National
Average
Highest National
Score
Lowest National
Score
10.01
14.51
5.54
8.4 The Priory Hospital responsiveness to the personal needs of its patients during the reporting
period.
Unit
91.61%
Reporting Periods
(at least last two
reporting periods)
2012-2013
National
Average
Highest National
Score
Lowest National
Score
68.1
84.4
57.4
The Priory Hospital considers that this data is as described.
The Priory Hospital has taken the following actions to improve this percentage and so the
quality of its services;
• a patient satisfaction group has been formed who are looking at response rates and
addressing key issues to improve the patients services.
8.5 The percentage of patients who were admitted to Priory Hospital and who were risk
assessed for venous thromboembolism during the reporting period.
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Unit
100%
Reporting Periods
(at least last two
reporting periods)
Apr 13 – Jan 14
National
Average
Highest National
Score
Lowest National
Score
96
100
79
The Priory Hospital considers that this data is as described.
8.6 The rate per 100,000 bed days of cases of C difficile infection reported within the Priory
Hospital amongst patients aged 2 or over during the reporting period.
Unit
0.11
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
17.3
30.8
0
The Priory Hospital considers that this data is as described for the following reasons;
• The occurrence of C difficile is found to be in our oncology group and not hospital
acquired therefore prevalence
8.7 The number and, where available, rate of patient safety incidents reported within the Priory
Hospital during the reporting period, and the number and percentage of such patient safety
incidents that resulted in severe harm or death.
Number of patient safety incidents reported (average per month)
Unit
73.2
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
44.55
1,810
0
Rate of patient safety incidents reported (Incidents per 100 Admissions)
Unit
9.6
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
7.76
30.95
1.68
Number of patient safety incidents that resulted in severe harm or death
Unit
0
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
0.64
28
0
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Percentage of patient safety incidents that resulted in severe harm or death (Incidents per 100
Admissions)
Unit
0
Reporting Periods
(at least last two
reporting periods)
Apr 12 – Mar 13
National
Average
Highest National
Score
Lowest National
Score
0.9
2.9
0.0
The Priory Hospital considers that this data is as described for the following reasons:
• Robust incident reporting
• Patients converting from DC to IP due to evening theatre lists
The Priory Hospital has taken the following actions to improve this percentage and so the
quality of its services, by working closely with consultants to anticipate length of stay as being
overnight and meeting patient expectations by ensuring they are informed of evening theatre
lists.
8.8 The percentage of staff employed by the Priory Hospital during the reporting period, who
would recommend the Priory Hospital as a provider of care to their family or friends.
Unit
79%
Reporting Periods
(at least last two
reporting periods)
2013
National
Average
Highest National
Score
Lowest National
Score
64.58
96.43
33.73
The Priory Hospital considers that this data is as described. A staff engagement team has been
developed to improve the score of recommendation.
9 Non-Mandatory Quality Indicators
9.1 The percentage of patients who received care as inpatients or discharged from A &E during
the reporting period, who would recommend the Priory Hospital as a provider of care to their
family or friends.
Unit
79.92%
Reporting Periods
(at least last two
reporting periods)
Jun 13 – Jan 14
National
Average
Highest National
Score
Lowest National
Score
66.23
94.38
35.63
The Priory Hospital considers that this data is as described.
The Priory Hospital has taken the following actions to improve this percentage and so the
quality of its services;
•
a patient satisfaction group has been formed who are looking at response rates and
addressing key issues to improve the patients services.
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