Chief Executive’s Statement
I am pleased to welcome you to our Quality Accounts 2015.
Now in their sixth year, Quality Accounts continue to provide a truly
objective metric for us, and others, to gauge the quality of our 59
hospitals and the services they provide against a broad range of
criteria.
The past year has seen another step change in the way healthcare
providers are externally challenged on the quality they provide.
Following a spate of high profile controversies around patient safety,
the Care Quality Commission, the UK’s health regulator, has
introduced a new inspection regime designed to raise standards.
No healthcare provider can afford to be complacent and whilst I
believe BMI’s hospitals provide safe and effective care, we should
always be striving for improvement.
To this end we recently introduced a new Quality Strategy, which
articulates how we will provide the best possible care and strive for continual improvement, and live up to
our brand promise to be “serious about health, passionate about care”. Its four core themes – safety,
clinical effectiveness, patient experience and quality assurance – provide our staff with the platform to
consistently deliver the care patients, their insurers, and commissioners expect and deserve.
BMI hospitals have been enthusiastic participants in the pilot programme of the new CQC inspection
regime for private providers, and to ensure our facilities are prepared we have developed a selfassessment tool to enable hospitals to compare their perceptions of themselves with those of the external
inspectors. The rigorous inspection process itself also underpins the sharing of best practice between
hospitals which further drives improvement and consistency.
BMI Healthcare strives to provide the best care but the ultimate arbiters of whether we succeed are our
patients. We are committed to monitoring every aspect of the care we provide, and the results of the
detailed questionnaires we ask patients to complete inform improvement. We aim to provide a consistent,
high quality patient experience and an environment that empowers our consultants to excel. Providing a
dependably high quality of care requires constant focus on improvement; the most recent independent
research conducted for BMI shows that over 98% of our patients rate their care as excellent or very good.
The information available here 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. Finally I would like to thank all
the staff whose application, professionalism and ceaseless commitment to improvement is recognized
here and in the positive experiences of the patients we care for. Since I joined BMI late last year, I have
witnessed this firsthand on my many visits to our hospitals and I am committed to ensuring we build on
that success.
Jill Watts, Group Chief Executive
BMI The Edgbaston Hospital
BMI The Edgbaston hospital 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. Our commitment is to quality and
value, providing facilities for advanced surgical procedures together with friendly, professional
care.
BMI The Edgbaston Hospital has 50 beds with all rooms offering the privacy and comfort of ensuite facilities, Freeview TV and telephone. The hospital has three Laminar-flow theatres and a
minor operations/endoscopy suite.
The modern and spacious endoscopy/minor operations suite serves patients with a wide range
of endoscopic procedures, many of which will be carried out as a walk-in, walk-out service. The
leading-edge suite is fitted with the very latest in endoscopic technology and this enables top
quality high-definition images to be captured.
These facilities, combined with the latest in technology and on-site support services, enable our
consultants to undertake a wide range of procedures from routine investigations to surgery.
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.
The Edgbaston Hospital offers the following:•
•
•
Access to all elective specialties from Orthopaedics to Dermatology
Dedicated ENT treatment room
Audiology
•
•
•
•
•
•
•
Endoscopy + Minor Operations Suite
Choose & Book Clinics offering patient choice to NHS Patients
Physiotherapy
Plain X-ray/Ultrasound
Mobile MRI
Cosmetic Surgery
Chiropody + Podiatry
Edgbaston Hospital works closely with supporting local NHS Trusts and offers Patient Choice
for selected clinics via Choose and Book, NHS works equates to 56.5% of the overall work .
Choose and book clinics offered to NHS patients include Gastroenterology, Hip, Knee, Hernia,
Urology, ENT(nose) and Gynecology clinics to name but a few.
BMI Healthcare are registered as a provider with the Care Quality Commission (CQC) under the
Health & Social Care Act 2008. BMI Edgbaston Hospital is registered as a location for the
following regulated services:•
•
•
Treatment of disease, disorder and injury
Surgical procedures
Diagnostic and screening
The CQC carried out an unannounced inspection on 6th February 2014 and found that we met
all standards.
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 management
The Edgbaston 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.
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.
1. Safety
1.1 Infection prevention and control
l
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 for The
Edgbaston Hospital.
We have had: • 0 MRSA bacteraemia cases/100,000 bed days
• 0 MSSA bacteraemia cases /100,000 bed days
• 0 E.coli bacteraemia cases/ 100,000 bed days
• 0 cases of hospital apportioned Clostridium difficile in the last 12 months.
SSI data is also collected and submitted to Public Health England for Orthopaedic surgical
procedures. Our rates of infection are;
•
•
0% for hips
0% for knees
Infection Prevention & Control (IPC) environmental and clinical audits are carried out within all
departments of the hospital in accordance with the BMI IPC annual programme. The
environmental audits are performed using the Infection Prevention Society (IPS) quality
improvement tool (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 are
addressed by our Hospital refresh program, which is a schedule of minor Hospital improvement
works.
Edgbaston do very well on the PVD and CVC audits scoring 100%. In areas where we fall short
with a result of less than 90% these have been recorded and reported to the Heads of
Departments and an action plan is instigated to improve matters which is discussed at the
hospital Infection Control meetings.
All clinical staff at Edgbaston are enrolled in a programme to achieve full competency in aseptic
Non-touch technique (ANTT). This is a cascading programme where the IPCLP will train the
staff in their area on ANTT.
Environmental cleanliness is also an important factor in infection prevention and our patients
rate the cleanliness of our facilities highly.
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 Edgbaston Hospital PLACE assessment involved 40% patient
assessors. The IPC, catering and housekeeping teams work closely together to fulfil the
requirements of the PLACE audit on an annual basis and the results will show how hospitals are
performing nationally and locally.
In the last available PLACE audit, BMI The Edgbaston Hospital scored ‘Good’ for environment,
food, privacy and dignity. Areas to consider for improvement following the PLACE Assessment
included displaying cleaning schedules in the patient areas and some external paintwork
requiring attention both of which are being addressed
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, BMI Edgbaston 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 100% compliance.
We aim to maintain this result by ensuring that all staff attend training for VTE Risk
assessments and are aware that all patients require this assessment. All new starters at the
hospital also receive this training.
BMI Edgbaston 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. At BMI Edgbaston Hospital one orthopaedic consultant scans all joint replacement
patients for deep veined thrombosis even if asymptomatic and this results in slightly higher
detection rates.
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.
For the current reporting period, the tables below demonstrate that the health gain between
Questionnaire 1 (pre-operative) and Questionnaire 2 (post–operative) for patients undergoing
hip replacement and knee replacement at BMI The Edgbaston Hospital. As there were less than
30 cases for knee replacement during the reporting period, there is no data available for
reporting at this time.
BMI Edgbaston will continue to strive to ensure all questionnaires are completed for patients
undergoing a hip or knee replacement in order to achieve compliance.
Copyright © 2013, The Health and Social Care Information Centre. All Rights Reserved.
Oxford Hip Score average
April 14 – September 14
Q1
Q2
The Edgbaston Hospital
22.444
43.222
Health gain
periods
20.778
England
18.16
40.081
21.922
between
reporting
between
reporting
Copyright © 2013, The Health and Social Care Information Centre. All Rights Reserved.
Oxford Knee Score average
April 14 – September 14
The Edgbaston Hospital
No data No data
Health gain
periods
No data
England
19.401
16.702
Q1
Q2
36.103
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:1. All Patients are on a pathway of care
a. Following best practice models of evidenced based care
b. Reduced length of stay
2. Patient Preparation
a. Pre Admission assessment undertaken
b. Group Education sessions
c. Optimizing the patient prior to admission – i.e HB optimisation, control comorbidities, medication assessment – stopping medication plan.
d. Commencement of discharge planning
3. Proactive patient management
a. Maintaining good pre-operative hydration
b. Minimising the risk of post-operative nausea and vomiting
c. Maintaining normothermia pre and post operatively
d. Early mobilisation
4. Encouraging patients have an active role in their recovery
a. Participate in the decision making process prior to surgery
b. Education of patient and family
c. Setting own goals daily
d. Participate in their discharge planning
Local progress as follows;
•
•
•
Patient education and information on carbohydrate loading is in place.
One stop pre-assessment clinics to allow patients access
Introduction of telephone pre assessments for minor surgeries or where patients are
unable to attend
• Multi disciplinary Joint schools are in place offering support for groups of patients
undergoing joint surgery pre and post operatively. To assist patient setting their own
goals
• Patient education at pre assessment regarding the proposed patient’s pathway to allow
patients and their families to plan their discharge Multidisciplinary Team working with
patients to aid early discharge inc OT, physiotherapy, pharmacy, nurses
Post discharge phone calls to all patients to allow patient continuity on leaving the hospital
2.3 Unplanned Readmissions within 31 days and unplanned returns to theatre.
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.
Unplanned re-admissions are usually as a result of a clinical complication related to the original
surgery.
All unplanned 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.
Over the reporting period, BMI The Edgbaston Hospital scored over 97% for Impression of
Admission, Impression of Consultant, Impression of Accomodation and Average Impression of
Quality of Care.
Patient’s Impression of Catering has been scored at 91% - actions are in place to improve this
service and improve the impression of catering for patients:
•
Within the ward area protected meal times have been implemented in order that patients
are not disturbed during meal times.
•
•
•
Introduction of the chef visiting inpatients on a daily basis to discuss options offered for
that day and any alternative menus that are available.
Temperature of food has also been a focus following review of catering services and this
has now been actioned by staff ensuring meals are hot when served to patients.
Impression of discharge has also been reviewed to ensure patients are discharged
within a timeframe whenever possible. Staff ensure that all documentation and
medication is prepared for patients in order that delays are minimised prior to discharge.
NHS data for satisfaction over the last year, and latest patient satisfaction figures (analysis by
funding type) for April 2015 are shown below:
3.2 Complaints
In addition to providing all patients with an opportunity to complete a satisfaction survey BMI
The Edgbaston 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.
BMI The Edgbaston Hospital continues to have very low levels of complaints with less than 1
per 100 patients admitted. All complaints are dealt with promptly and closed appropriately.
Trends are monitored and there has been a slight growth in complaints regarding
communication issues. However, a proportion of these are in association with the private
insured/self pay patients -with the focus on disagreements over fees or services rendered often
resulting from issues raised in policy coverage and short falls. To assist in clarity of pricing
information, BMI Healthcare publishes all associated pricing and advises patients of their liability
within hospital signage and literature. It is however pleasing to report that complaints regarding
hospital care delivery remains very low.
The Edgbaston Hospital has taken the following actions to further lower complaint numbers and
the quality of our services:
•
•
Monthly debrief on all complaints at Clinical Governance and cascaded down through
leads and departmental meetings to discuss outcomes and learnings within teams for
reflection and improvement.
Formation of new patient satisfaction group which reviews trends of patient satisfaction
verbatim comments and complaints to feed back to relevant staff and communicates
learnings. Action plans formed to implement any improvements needed.
Consultant complaints are shared with consultants at the Medical Advisory Committee. They are
held on Consultants practicing privileges files and all records are monitored for trends, with
meetings held to address any concerns/ improvements in service as required.
4. CQUINS
Performance against CQUIN for 14/15 Financial Year has been confirmed as full achievement
by the lead commissioner.
The increase in response to ‘Friends and Family’ is due to improving the hospital internal
process for distribution and capture - which in turn has led to heightened awareness of the
importance of patients completing these forms (to enable the hospital to review results and
utilize patient comments in order to facilitate positive changes.)
Indicator
Actual
Level
CQUIN
Achievement
Friends and Family
Early Implementation of FFT - show implementation by Completed
October 2014 to daycase and outpatients.
100%
Increased or maintained response rate, Q1 20% and Q4 45% at Q4
25%
100%
NEW Scoring
Real time audit of NEWS scoring (National Early Warning 100%
Score) for all patients with a stay greater than 24 hours
100%
Vascular Access Care Bundle
Reduce complications associated with the use of peripheral 100%
vascular access device.
100%
5. National Clinical Audits
The Edgbaston 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.
Please see the NJR Reports website at www.njrreports.org.uk.
6. Research
No NHS patients were recruited to take part in research.
7. Priorities for service development and improvement
•
•
•
•
Appointment and retention of high quality clinical and non-clinical staff in order to reduce
agency usage.
Ongoing engagement with NHS Commissioners to enhance patient choice and service
delivery to NHS patients.
Promote and educate staff to achieve positive responses for patient satisfaction.
Development of the Walk in walk out facility to further develop this service to meet the
needs of the changing patient requirements.
8. Mandatory Quality Indicators
8.1 The value of the summary hospital-level mortality indicator (SHMI) for the The Edgbaston
Hospital for the reporting period.
Unit
0
Reporting Periods
National
(at least last two Average
reporting periods)
Oct 2012 – Jun 2014
0.9987
Highest
Score
National Lowest
Score
1.1849
National
0.58345
The BMI Edgbaston Hospital considers that this data is as described.
8.2 The Edgbaston Hospital’s patient reported outcome measures scores for
(i) Groin hernia surgery
Unit
No data
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 14 – Sept 14
0.0786
Highest
Score
0.278
National Lowest
Score
National
-0.112
The Edgbaston Hospital has undertaken less than 30 cases in the reporting period and as such,
no score has been given.
(ii) Varicose vein surgery
Unit
N/A
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 14 – Sept 14
-7.395
Highest
Score
-1.957
National Lowest
Score
National
-12.571
The Edgbaston Hospital does not undertake Varicose Vein surgery via NHS route, and as such,
no data is available.
(iii) Hip replacement surgery
Unit
Reporting Periods
National
(at least last two Average
reporting periods)
Highest
Score
National Lowest
Score
National
22.444
Apr 14 – Sept 14
21.542
28.6
9.714
The Edgbaston Hospital considers that this data is as described.
The Edgbaston Hospital has taken the following actions to improve this score, and so the quality
of its services, by advising patients that moderate activity is beneficial and is important that they
continue to undertake all activities of daily living and instructing patients that it is important that
they continue with physiotherapy following surgery to enhance their recovery.
(iv) Knee replacement surgery during the reporting period.
Unit
No score
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 14 – Sept 14
16.641
Highest
Score
National Lowest
Score
24.429
National
5.833
The Edgbaston Hospital has only undertaken a small amount of knee replacement cases in the
reporting period and as such, no score has been given.
8.3 (i) The percentage of patients aged 0-14 readmitted to a hospital which forms part of The
Edgbaston Hospital within 28 days of being discharged from a hospital which forms part of the
hospital during the reporting period.
Unit
N/A
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 11 - Mar 12
11.45
Highest
Score
National Lowest
Score
14.35
National
7.96
The BMI Edgbaston Hospital does not admit paediatric patients for surgery.
8.3(ii) The percentage of patients aged 15 or over readmitted to a hospital which forms part of
The Edgbaston Hospital within 28 days of being discharged from a hospital which forms part of
the hospital during the reporting period.
Unit
0.0627%
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 11 – Mar 12
10.01
Highest
Score
14.51
National Lowest
Score
National
5.54
The Edgbaston Hospital considers that this data is as described. It is noted that this is a very
low percentage - however, The Edgbaston Hospital intends to continue to investigate
contributing factors to readmission in order to reduce recurrent incidents.
8.4 The Edgbaston Hospital’s responsiveness to the personal needs of its patients during the
reporting period.
Unit
97.02%
Reporting Periods
National
(at least last two Average
reporting periods)
2013-2014
68.7
Highest
Score
85
National Lowest
Score
National
54.4
The Edgbaston Hospital considers that this data is as described.
The Edgbaston Hospital has taken the following actions to improve this percentage and the
quality of its services: Continuing to monitor all patient feedback through patient satisfaction
questionnaires that are given to all patients following their stay/procedures in both an inpatient
and outpatient setting. These results are then discussed at Patient Satisfaction Group meetings
with both clinical and non-clinical staff. Actions are then put in place to improve all aspects of
patient’s quality of care.
8.5 The percentage of patients who were admitted to The Edgbaston Hospital and who were
risk assessed for venous thromboembolism during the reporting period.
Unit
100%
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 14 – Jan 15
95
Highest
Score
100
National Lowest
Score
National
87
The Edgbaston Hospital considers that this data is as described.
BMI The Edgbaston Hospital can confirm that NHS patient records are audited and VTE is
confirmed as having been undertaken at pre-assessment and reviewed every 24 hours.
8.6 The rate per 100,000 bed days of cases of C difficile infection reported within The
Edgbaston Hospital amongst patients aged 2 or over during the reporting period.
Unit
0
Reporting Periods
National
(at least last two Average
reporting periods)
Apr 13 – Mar 14
14.7
Highest
Score
37.1
National Lowest
Score
National
0
The Edgbaston Hospital considers that this data is as described. There have been no cases of
C difficile infection during the reporting periods.
8.7 The number and, where available, rate of patient safety incidents reported within The
Edgbaston 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
Unit
411
Reporting Periods
National
(at least last two Average
reporting periods)
Oct 13 – Sep 14
20
Highest
Score
National Lowest
Score
139
National
0
Rate of patient safety incidents reported (Incidents per 100 Bed Days)
Unit
12.1085
Reporting Periods
National
(at least last two Average
reporting periods)
Oct 13 – Sep 14
3.589
Highest
Score
National Lowest
Score
7.496
National
0.0245
Number of patient safety incidents that resulted in severe harm or death
Unit
0
Reporting Periods
(at least last
reporting periods)
Oct 13 – Sept 14
National
two Average
40.2
Highest
Score
97
National Lowest
Score
National
0
Percentage of patient safety incidents that resulted in severe harm or death (Incidents per 100
Admissions)
Unit
0.00%
Reporting Periods
(at least last
reporting periods)
Oct 13 – Sept 14
National
two Average
0.3
Highest
Score
2.4
National Lowest
Score
National
0.0
The Edgbaston Hospital considers that this data is as described, however it is noted that
although the number of patient safety incidents reported is much higher than the national
average – The Edgbaston Hospital feels this is due to a robust reporting structure, and a high
proportion of day case to overnight stays recorded (which are closely monitored for trends – the
highest proportion being due to the time of day of surgery).
The Edgbaston Hospital has taken the following actions to improve this rate and the quality of its
services: Review undertaken of the protocols for the clinical staff to refer to when a patient’s
condition is deteriorating following surgery and implementation of the ‘SBAR’ assessment tool
(within clinical areas) to monitor significant changes in a patient’s condition.
8.8 The percentage of staff employed by the Edgbaston Hospital during the reporting period,
who would recommend the Edgbaston Hospital as a provider of care to their family or friends.
Unit
96%
Reporting Periods
(at least last
reporting periods)
2014
National
two Average
64.58
Highest
Score
96.43
National Lowest
Score
National
33.73
The Edgbaston Hospital considers that this data is as described.
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 Edgbaston Hospital as a provider of care to
their family or friends.
Unit
84.17%
Reporting Periods
(at least last
reporting periods)
Jun 13 – Jan 14
National
two Average
66.23
Highest
Score
94.38
National Lowest
Score
National
35.63
The Edgbaston Hospital considers that this data is as described.
The Edgbaston Hospital has taken the following actions to improve this percentage and so the
quality of its services: Close monitoring of patient satisfaction feedback through Patient
Satisfaction Meeting with the Director of Nursing and key departmental representatives. Actions
then implemented as required and reviewed at each meeting.