QUALITY
ACCOUNT
2011
QUALITY ACCOUNT 2011
CONTENTS
PART 1
HIGHLIGHTS OF 2010
3
IMPROVEMENT POINTS FROM 2010
3
STATEMENT FROM THE CHIEF EXECUTIVE
4
PART 2
QUALITY PRIORITIES 2011 – 2012
6
STATEMENTS FROM THE BOARD
6
1. Review
PART 3
of Services
8
2.
Participation in clinical audits
8
3.
Research
8
4.
Goals agreed with commissioners
8
5.
Statements from the Care Quality
Commission (CQC)
6.
Data Quality
8
6.1 NHS Number and General
8
8
Medical Practice Code Validity
6.2 Information Governance Toolkit
KEY ACHIEVEMENTS FROM 2010/2011
10
QUALITY OVERVIEW 2010 – 2011
10
WWW.HORDERCENTRE.CO.UK
8
attainment levels.
6.3 Clinical coding error rate
8
QUALITY ACCOUNT 2011
HIGHLIGHTS OF 2010
Zero MRSA or MSSA blood stream infections
Zero clostridium difficile
IMPROVEMENT POINTS FROM 2010
99% of patients rated the cleanliness of The Centre as
good, very good or excellent
Maintained 99% satisfaction rate from patients at
good or excellent
Decreased patient complaints to 0.53% of all
inpatient episodes
Higher than national average scores for PROMS
(Patient Related Outcome Measures)
Continued decrease in day case conversions
Decrease in length of stay for joint replacements
enabling patients to return to their home environment
safely but earlier
Opening the first ‘hub and spoke’ centre for
physiotherapy at the Apollo Centre for Health in
Eastbourne, enabling easier access for local patients
to be treated by The Horder Centre staff in Eastbourne
rather than travel into Crowborough
Implement an Environmental Management System
and reduce the carbon footprint of The Horder Centre
Decrease the length of stay for knee replacement
patients
Decrease the number of patients catheterised
pre-operatively
Improve our overall satisfaction results of ‘very good’
and ‘excellent’ scores combined from 96% to 98%
Improve the patients’ involvement in decision making
during their inpatient care
Review the use of medication prescribed to reduce the
risk of DVT with regard to wound ooze post surgery
“I cannot praise the staff enough for the
care and attention given to me and the
professional way I have been treated.”
Mrs G, West Sussex
3
STATEMENT FROM THE CHIEF EXECUTIVE
PART 1
STATEMENT FROM THE CHIEF EXECUTIVE
As a foreword to our ‘Quality Account’ and as the representative of The Horder Centre team, including the Board of
Directors, staff, clinicians and volunteers and other key stakeholders, I am absolutely delighted to introduce you to
The Horder Centre, our purpose, performance and aspirations for the future. Our Quality Account is seen as a vehicle
which ties together our team’s joint accountability for quality, to engage and assure people and demonstrate our absolute
commitment to quality improvement.
Who and what we are: our Mission
Founded in 1954, we have developed over 50 years’ of
healthcare expertise and are now a leading provider of high
quality orthopaedic and musculoskeletal services, demonstrably
improving patients’ mobility and striving to make a positive
difference to people’s lives.
We are a registered charity dedicated to providing high
standards in healthcare on a not-for-profit basis. All surpluses
generated from our work are reinvested back into the charity
to provide healthcare benefit; to develop staff to deliver the
Centre’s aims; for investment in quality; and to improve
services, facilities and infrastructure.
Our purpose: Charitable Aim
The Horder Centre’s charitable purpose is to advance health,
and the relief of patients suffering from ill health, aiming to
provide ‘benefit’ to as many people as practicable in our
catchment area. The Centre achieves this aim by caring for
and treating patients with painful and often debilitating
arthritic, orthopaedic and related conditions.
Our primary objective: Vision
Our vision is to be the very best provider of orthopaedic and
musculoskeletal services, within a therapeutic atmosphere - a
great place to work, practice medicine and receive care. It is
our ambition to meet and exceed customer expectations and
delight patients; bring our services to more people, enhancing
the quality of their lives; to deliver high quality, effective and
safe care, which is perceived as having a high value.
Our ideals: Values
The Horder Centre is a very special place. Our principled and
ethical way of doing things together with our focus on quality
truly sets us apart from other healthcare organisations.
We promise to always demonstrate our Values, which are:
Our commitment to quality is evidenced by our high quality
performance and aspiration to continually improve the
outcomes and experience for our patients through the
dedication of all of our team. We have very high levels of
patient satisfaction, excellent clinical outcomes and very low
levels of hospital acquired infection. We are particularly proud
of the improvements we have made to patient care with more
informative and consistent patient information throughout their
whole pathway of care; the decreased length of stay we have
achieved for joint replacements enabling patients to return
home sooner; and also the commencement of ‘Hub and Spoke’
centres for physiotherapy, enabling local access for patients.
Our dedication to continually improve, to constantly review
and learn from past performance whilst setting bold targets for
present and future improvement is made explicit in the goals
we have set ourselves for next year:
Re-launch our ‘enhanced’ patient pathways to include new
patient booklets and DVDs for example, with accessibility
via our website
Further development of rheumatology and pain
management services to include those patients with chronic,
long term symptoms
Continue with our new build project to provide more
en-suite facilities, and to develop the Admissions and Day
Care unit together with the exterior areas of the hospital,
to provide therapeutic benefit for our patients and visitors
The creation of this Quality Account has been led by the
Director of Clinical Services, who leads Clinical Excellence
within the Centre. A great deal of collaboration has taken
place, utilising feedback from the Board of Directors, patients,
visitors, consultants and staff. I am able to state that to the best
of my knowledge, the information in this document is not only
accurate but has true meaning to the entire team.
Caring – We believe that all with whom we interact
will be treated with utmost respect and empathy
Friendly – We foster a culture that is warm, welcoming
and responsive
Quality – We deliver the best service we can whilst
striving to continuously improve.
Integrity – We are always reliable, honest, consistent
and transparent in our approach
Pride – Our team are proud of what they do, taking
pleasure in delivering a unique service
Diane Thomas
Chief Executive, The Horder Centre
4
QUALITY ACCOUNT 2011
“I consider myself hugely fortunate to
have been able to have my hip
replacement at the Horder Centre.”
Miss W, London
5
QUALITY PRIORITIES 2011 - 2012
PART 2
QUALITY PRIORITIES 2011 – 2012
The ethos of delivering continuous quality improvement is at the heart of everything we do. The key areas chosen for
development during 2011/2012 are:
Clinical effectiveness
Enhance our joint pathway programme, which includes
clinical pathways of care and patient information that results
in ‘best in class’ outcome data, supporting recognition of
The Horder Centre as a centre of orthopaedic excellence
Build on our acute, and develop chronic, back pain
services which offer active rehabilitation and “Fast Track”
services for businesses, creating a facility which can be
utilised by other patients such as general active
rehabilitation and “step down”
Patient safety
Introduce an Environmental Management System, which
leads to ISO 14001 accreditation and incorporates an
effective Waste Management Programme
Patient experience
Develop a “Hub and Spoke” approach to business
development, realising the full potential of The Horder
Centre whilst developing a network of strategically placed
outreach clinics to provide services for patients closer to
their homes
Commence Phase 2 of the development of our premises,
which will include state of the art pre-admission, admission
and day care suites and the continued implementation of
comfortable en-suite rooms and therapeutic gardens – to be
enjoyed by patients, staff and visitors
Statements from the Board
This section provides the mandatory information for inclusion
in a Quality Account, as determined by Department of Health
regulations.
1.
Review of services
During 2010/2011 The Horder Centre provided one NHS
service, this being orthopaedics.
The Horder Centre has reviewed all the data available to it on
the quality of care in this service.
The income generated by the NHS service reviewed in
2010/11 represents 100% of the total income generated from
the provision of NHS services by The Horder Centre for
2010/11
2.
Participation in clinical audits
During 2010/11, four national clinical audits and one
national confidential enquiry covered NHS services that
The Horder Centre provides.
During that period The Horder Centre participated in 100%
national clinical audits and 100% national confidential
enquiries of the national clinical audits and national
confidential enquiries which it was eligible to participate in.
The national clinical audits and national confidential enquiries
that The Horder Centre participated in during 2010/11 are
as follows:
These areas were chosen through continuous communications
with our service users. We have utilised patient satisfaction
comments, staff survey feedback and comments from our
consultants to ensure priorities were identified.
National Joint Registry (NJR): hip and knee replacements
Progress is reviewed on a monthly basis at key meetings to
ensure timescales are met. Feedback is given at management
meetings and a summary discussed with the Board of Directors.
National Cardiac Arrest Audit
NCEPOD: Peri-operative care study
We believe that it is really important to monitor satisfaction
from our users and utilise questionnaires and forums as a way
of achieving this.
The national clinical audits and national confidential enquiries
that The Horder Centre participated in and for which data
collection was completed during 2010/11, are listed overleaf
alongside the number of cases submitted to each audit or
enquiry as a percentage of the number of registered cases
required by the terms of that audit or enquiry.
National Elective Surgery – Patient Reported Outcome
Measures (PROMs): two operations
6
QUALITY ACCOUNT 2011
PROMs
Total eligible episodes
Count of questionnaires*
% compliance
Knee replacement
1561
1665
100%
Hip replacement
1530
1582
100%
*On occasion, the pre-operative questionnaire may be completed by a patient significantly in advance of the operation, so the
questionnaire may be counted but the eligible episode may not have occurred.
Within this reporting period the PROMs study has begun publishing postoperative outcome data. The study measures general
health improvement as well as site specific Oxford joint scores. The Horder Centre is in the top five largest contributors in terms of
patient numbers in the PROMs study for both hip and knee operations, and performed consistently above the national average for
both the Oxford joint score and general health index (EQ-5D) for both hip and knee replacements.
NJR
Hip & knee replacements
Total forms completed
% compliance
1847
97.5%
The Horder Centre intends to take the following actions to
improve the quality of healthcare provided:
Review the service level agreement with our resuscitation
officer to provide a more comprehensive range of
resuscitation training
Continue to review length of stay for joint replacement
surgery with particular reference to knee replacement patients
Ensure as many patients complete both PROMS and NJR
forms correctly to ensure/maintain high compliance levels.
The reports of three local clinical audits were reviewed by the
provider in 2010/11 which were reviewed by our Clinical
Governance Committee. The Horder Centre intends to take the
following actions to improve the quality of healthcare provided:
7
Continue regular audits of compliance to radiology
standards
Mobilise hip patients on day of surgery, ideally in recovery
with either active or passive exercises
Reduce the number of patients catheterised prior to surgery
Review the use of medication to reduce the risk of deep
vein thrombosis
Enhance the patient pathway process and reissue patient
information i.e. booklets and DVDs
Other studies conducted at The Horder Centre have included
the evaluation of specific prosthesis over time, including a 15
year multi-centre study of the Exeter hip stem. Results to date
show excellent outcomes as reported by our patients.
Exeter Patient Outcome Study (EPOS) commenced in 1999.
Initially it was a seven centre national study to look at the
Exeter stem to run for a period of 5 years. The Horder Centre
was one of the centres chosen to carry out the study involving
approximately 300 patients. The study has now been
extended for a further 10 years and only four centres are now
involved, one of which is The Horder Centre. Results show a
general high rate of satisfaction with the operation.
QUALITY PRIORITIES 2011 - 2012
3.
Research
Participation in clinical research
The number of patients receiving NHS services provided or
sub-contracted by The Horder Centre in 2010/11 that were
recruited during that period to participate in research approved
by a research ethics committee was zero.
4.
Goals agreed with commissioners
Use of the CQUIN payment framework
The Horder Centre income in 2010/11 was not conditional
on achieving quality improvement and innovation goals
through the Commissioning for Quality and Innovation payment
framework because the organisation does not use any of the
NHS National Standard Contracts and is therefore not eligible
to negotiate a CQUIN Scheme.
5. Statements
from the Care Quality Commission
(CQC)
The Horder Centre is required to register with the Care Quality
Commission and its current registration is full registration under
the Health and Social Care Act 2008.
The Horder Centre is registered in respect of the following
regulated activities:
1. Treatment of disease, disorder or injury
2. Diagnostic and screening procedures
3. Surgical procedures
The Horder Centre was inspected by the CQC on 28th April
2009 and demonstrated that it meets all the National
Minimum Standards inspected and had no areas of
non-compliance.
The Horder Centre has not participated in any special reviews
or investigations by the CQC during the reporting period.
The Care Quality Commission has not taken enforcement
action against The Horder Centre during 2010/11.
Mrs R, Kent “This is my third stay at the Horder Centre and it
was superb. I can not thank all the staff enough. I am still
amazed at how good the care and service was.
6.
6.1 NHS number and general medical practice
code validity
The Horder Centre submitted records during 2010/11 to the
Secondary Uses Service for inclusion in the Hospital Episodes
Statistics which are included in the latest published data.
With the installation of the Demographics Batch Service (DBS)
The Horder Centre is now able to trace and verify NHS
numbers. An annual resubmission has meant that for the period
2010/11 the percentage of records in the published data,
which included the patient’s valid NHS number was 99.72%.
In the future, The Horder Centre is confident that 100% of NHS
numbers will be verified for both the admitted patient care and
outpatient care.
The percentage of records in the published data which included
the patient’s valid General Medical Practice Code was:
100% for admitted patient care; and
100% for outpatient care.
6.2 Information governance toolkit attainment levels.
During this reporting period The Horder Centre was required to
complete the NHS Information Governance Toolkit. The Horder
Centre is obliged to score level 2 or above on all relevant
sections of the assessment. 17 level 2’s and 11 level 3’s were
attained, which exceeded the requirement and overall was an
increase by 6% on the previous year and therefore The Horder
Centre was graded ‘Green’ according to the IGT colour
scheme. The Horder Centre is continuing to work towards
attaining level 3 on all aspects of the assessment.
6.3 Clinical coding error rate
The Horder Centre was subject to the Payment by Results
clinical coding audit during 2009-2010 by the Audit
Commission and the error rates reported in the latest published
audit for that period for diagnoses and treatment coding
(clinical coding) was 5%.
The Payment by Results clinical coding audit for 2010-2011
will take place during the latter half of 2011.
Data quality
The Horder Centre will be taking the following actions to
improve data quality:
The Horder Centre is currently undertaking an in depth review
of its computerised patient management system, to ensure data
quality across the hospital is at as high a standard as possible.
Additionally, 2011 will see the introduction of a data
warehouse system to centralise the data stored across the
hospital improving its data verification and analysis capabilities.
“The Horder Centre is second to none!
I would recommend it to anyone
anticipating joint replacement surgery”
Mrs J, East Sussex
8
QUALITY ACCOUNT 2011
“The Horder Centre is an excellent example
of how patients should be treated. All the
staff I came into contact with where more
than helpful and I would thoroughly
recommend The Horder Centre!”
Ms C, East Sussex
9
KEY ACHIEVEMENTS FROM 2010/2011
PART 3
KEY ACHIEVEMENTS FROM 2010/2011
QUALITY OVERVIEW 2010 – 2011
The key areas that were chosen for development during
2010/2011 were:
Clinical effectiveness
1. Review the current patient pathway for hip and knee
replacements to ensure best practice and with an aim to
reduce the length of stay to less than 4 days. This has been
achieved with the average length of stay at 3.05 days for
hip replacement patients and 3.81 days for those receiving
knee replacements.
2. Provide professional management training (Certificate in
Management) and coaching skills for all key managers
including the Executive. Improve our induction programme,
setting the tone and expectation for all new employees.
This training has commenced and ten employees are
progressing with their training programme.
Patient safety
1. New build and refurbishment project will enable all
patient rooms / areas to have piped oxygen and suction
available. Due to delays with our building plans,
particularly as a result of the snow that we had late in
2010 and early 2011, the new patient rooms will not be
available until July 2011 but will all include piped oxygen
and suction.
2. Improve anaesthetic services to support upper limb surgical
techniques, ensuring improved day care process and
reduced average length of stay. An ultrasound machine
was purchased to assist in improved anaesthetic processes.
Process efficiencies
We have continued to work hard to reduce the number of day
case patients who require to stay in hospital overnight and this
now shows that only 1.33% of patients booked in as day case
procedures need to stay in overnight for either clinical or social
reasons that could not have been planned prior to admission.
We have also managed to decrease the length of stay for our
joint replacement patients with all hip replacements booked
for 2 days and knee replacements for 3 days. This is only
achieved with appropriate pre-operative planning with the
patient and the involvement of their relatives or carers to ensure
that patient safety remains a top priority. Our PROMs data has
shown that this efficiency has not had a negative impact on the
patients’ outcome after surgery.
Capital investment programme
Our new build project had some unavoidable delays during
the winter months due to the severity of the weather however,
the following areas have been completed:
New car park and road system in place
Further refurbishment of old toilets and bathrooms
New and improved office accommodation for bookings
staff and medical secretaries
New Executive Suite with an additional Board
Room/training room
Refurbished en-suite rooms on Dufferin ward
Patient experience
Improved internal and external signage
1. Introduce a new coffee shop service for patients and
relatives. This is due to open in July 2011.
By the end of July 2011 we will also have finalised:
2. Improve the outpatient waiting facilities to provide a
warmer, lighter environment. This was completed during
2010 and has received very positive feedback from
patients and relatives.
3. Promote ‘wellness’ classes with priority for assisting patients
with improvements to their health i.e. smoking cessation,
weight loss, healthy eating. Provide gym facilities and
fitness classes. Leaflets are now available to assist patients
with diet, healthy eating and smoking cessation. The new
gym is due to open in July 2011.
The Horder Centre’s wider goal of advancing health and
providing benefit to ever increasing numbers of patients in the
South East Coastal area, by providing orthopaedic and
musculoskeletal services, has been achieved with a total of
4465 patients benefiting from treatment, care and services.
21 new en-suite bedrooms on Dufferin ward
New lift and staircase from main theatres to Dufferin ward
New Main Reception area
New coffee shop in Main Reception
New physiotherapy gym area
The new build plans had to be re-focused during 2010 when
a new directive was launched by the Department of Health on
mixed sex accommodation, which made day case areas also
subject to the requirements. Therefore the plans already in
place for the new Admissions and Day Case department
needed to be reviewed to ensure they were fully compliant.
10
QUALITY ACCOUNT 2011
The key areas identified for improvement were for patients to
have even more involvement in decision making about their
care; the general décor of the rooms and aspects of the
catering service with regard to variety of menu choice and
temperature of the food.
Feedback is also sought from our consultants. As well as the
practice privileges process (the method by which consultants
are approved to work at The Horder Centre), Medical
Advisory Committee and consultant appraisal system, a
business development meeting was held with each consultant
orthopaedic surgeon. The purpose of the meeting was to
establish where the Centre could do more to support them or
identify ways to attract more patients or provide more benefit.
We are also planning to develop therapeutic areas both inside
and outside the hospital, capitalising on our beautiful location
in the heart of the Ashdown forest. This will include
landscaping our garden areas to encourage patients’
mobilisation post surgery. This is a theme that is being carried
through the new build work with an aim of bringing the forest
into the Centre to provide a calm and restful environment.
Leadership
Our competency assessment framework was reviewed and
reissued with further training given to key staff. Leadership and
management training took place for all managers with specific
coaching skills for senior mangers in order to support their staff.
Stakeholder engagement
We are continually reviewing the service level given to our
users with the aim of continuous improvement. All inpatients
and day case patients are sent a patient satisfaction
questionnaire after discharge from hospital to ascertain any
areas for improvement. Currently 99% of our patients rate the
care received from The Horder Centre as excellent, very good
or good. However, we now want to work to move those
patients who rated us ‘good’ to become ‘very good’ and ‘very
good’ to become ‘excellent’. The total score for just very good
and excellent is 96% and we aim to increase this to 98% by
the end of 2011.
Every consultant was pleased with the efficiency of the Centre,
particularly in the way the operating theatres were run. They
also helped us to identify new areas for business development,
having an awareness of the specific needs of the local
population where each of them worked.
Student nurses continue to join us on placement from Brighton
University and we have also recruited a further 17 volunteers
making a total of 20 who are providing an excellent service to
our patients. Our aim is to encourage as many volunteers as
possible to have an active role within our new coffee shop
from July.
We also contacted all GP surgeries within our core catchment
area and held eight well-attended GP-focused educational
events (CPA accredited).
Patient Forums were held in June 2010 and January 2011.
The latter was used to involve patients in our strategic planning
process. These forums have been well attended by both
patients and their companions giving them a chance to share
their perception of the Centre. Feedback received from the
groups was highly positive and assisted us in the development
of our plans.
Our complaints have also reduced this year with complaints
at a total of 0.53% of all in patient episodes and 0.2% of
outpatient attendances.
The highlights from the responses to these questionnaires
include excellent results for:
the information given to patients prior to admission;
the confidence and trust patients have in the doctors and
nurses treating them;
the maintenance of patient privacy and dignity;
how well patients’ pain is managed; and
the overall cleanliness of the Centre.
“A very professional organisation that
provided me with a smooth and
successful operation”.
Mr G, Kent
11
KEY ACHIEVEMENTS FROM 2010/2011
Quality and range of therapeutic treatments, care and
rehabilitation programmes
Our back service was fully launched in 2010 with the
training of an extended scope practitioner in physiotherapy
to support the Consultant. This then led to the development
of a pain service and rheumatology service.
Further information leaflets have been produced with the
emphasis on health and wellbeing. Advice is available on
exercise, diet, healthy eating and smoking cessation.
We have also reviewed all of our menus in conjunction
with a dietician to ensure that they meet our new healthy
eating policy.
We now provide outpatient clinics and physiotherapy at
the Apollo Health Centre in Eastbourne in order to provide
care nearer to the patients own home. This gives patients
wider choice and services within their locality but also fits
with our aim to reduce carbon in line with our new
environmental policy.
Information technology
The Internet Café that opened last year has proved
invaluable for staff as we launched a new e-learning
training programme during 2010. This facility will be
expanded into the new coffee shop in July 2011. We have
also expanded the free wi-fi facility to patients and visitors
and this can now be accessed in patient rooms. The
computerised risk management system, Datix, is now used
throughout the Centre with very positive results. The IT
Department is now working on new plans for 2011 to
launch a data warehouse system to enhance the reporting
capability throughout the hospital.
“All staff are extremely helpful and friendly.
The overall atmosphere is one of
professionalism, competence and genuine
care. Waiting times are minimal and
patient care is excellent. The anxiousness
and fear that, as a patient, you feel
evaporates as soon as you walk through
the door.”
Mr H, Kent
12
QUALITY ACCOUNT 2011
Care Quality Commission (CQC) Indicators
Each quarter, the Horder Centre is required to submit data to the CQC on a defined set of clinical indicators. Our results reflect
the high level of care given to our patients and provide evidence for our claim of low infection rates and excellent outcomes.
13
Indicator
Total Number for the 12 Months
March 2010 to April 2011
%
Inpatient mortality
0
0
Peri-operative mortality (i.e. within 48hrs of surgery)
0
0
Unplanned readmissions within 29 days of discharge
16
0.71
Unplanned returns to the operating theatre
5
0.22
Unplanned transfers to another hospital
10
0.44
Mortality within 7 days of discharge
1
0.04
Pulmonary Embolus at The Horder Centre
10
0.45
Deep Vein Thrombosis (DVT) at The Horder Centre
2
0.09
Inpatient dislocation at The Horder Centre
2
0.23
Unplanned overnight admission following day case surgery
31
1.43
Hip replacements (arthroplasty) infection rate
2
0.23
Knee replacements (arthroplasty) infection rate
1
0.12
MRSA positive blood cultures
0
0
MSSA positive blood cultures
0
0
STATEMENT FROM CO-ORDINATING COMMISSIONER
STATEMENT FROM CO-ORDINATING COMMISSIONER
Sussex Commissioning Support Unit confirms the information published in the Quality Account, although not fully audited,
to be a true and accurate representation of the services and quality standards attained by the Horder Centre. We continue
to be very satisfied with the treatment and levels of care our patients receive.
Paul O’Toole
NHS Sussex – Senior Account & Contract Manager
– Sussex Commissioning Support Unit
PRIME MINISTER PRAISES THE HORDER CENTRE
On Tuesday 7th June 2011 The Horder Centre was praised
by Prime Minister David Cameron as a shining example of
how the private sector can support the NHS.
Mr Cameron said private and voluntary sector providers
like The Horder Centre help raise healthcare standards and
value for money by creating more choice and competition.
In his speech, he praised providers like “the independent
Horder Centre in East Sussex, which delivers orthopaedic
care and has high patient satisfaction, low rates of
readmission, and excellent outcomes.”
“Through continual improvement and investment we have
earned the respect of healthcare commissioners such as GPs
who are happy to refer their patients to us knowing they will
receive the best possible treatment. “
“As a charity, The Horder Centre exists to make a real
impact on people’s lives; helping patients suffering with
often disabling orthopaedic conditions rediscover their
independence.”
Diane Thomas, Chief Executive of The Horder Centre, said:
“It is enormously rewarding to be recognised by the Prime
Minister as a leading example of a private sector hospital
that is working hand in hand with the NHS to give patients
access to very high quality care and excellent outcomes. “
www.hordercentre.co.uk
14
The Horder Centre
St John’s Road
Crowborough
East Sussex TN6 1XP
Tel: 01892 665577
Email: info@hordercentre.co.uk
www.hordercentre.co.uk
Charity No: 1046624