Quality Account
2011/2012
Contents
Welcome to Ramsay Health Care UK and Park Hill Hospital
3
Introduction to our Quality Account
4
PART 1 – STATEMENT ON QUALITY
5
1.1
Statement from the General Manager
5
1.2
Hospital accountability statement
6
PART 2 – QUALITY PRIORITIES
2.1
8
Priorities for Improvement
2.1.1 Review of clinical priorities 2011/12 (looking back)
2.1.2 Clinical Priorities for 2012/13 (looking forward)
2.2
9
Mandatory statements relating to the quality of NHS services
provided
14
2.2.1 Review of Services
2.2.2 Participation in Clinical Audit
2.2.3 Participation in Research
15
2.2.4 Goals agreed with Commissioners
2.2.5 Statement from the Care Quality Commission
16
2.2.6 Statement on Data Quality
17
2.2.7 Stakeholders views on 2011/12 Quality Accounts
18
PART 3 – REVIEW OF QUALITY PERFORMANCE
19
3.1
Patient Safety
21
3.2
Clinical Effectiveness
24
3.3
Patient Experience
26
3.4
Case Study
29
Appendix 1 – Services Covered by this Quality Account
30
Appendix 2 – Clinical Audits
31
Quality Account 2011/12
Page 2 of 32
Welcome to Ramsay Health Care UK
Park Hill Hospital is part of the Ramsay Health Care
Group
The Ramsay Health Care Group was established in 1964 and has grown to
become a global hospital group operating over 100 hospitals and day surgery
facilities across Australia, the United Kingdom, Indonesia and France. Within the
UK, Ramsay Health Care is one of the leading providers of independent hospital
services in England, with a network of 22 acute hospitals.
We are also the largest private provider of surgical and diagnostics services to
the NHS in the UK. Through a variety of national and local contracts we deliver
1,000s of NHS patient episodes of care each month working seamlessly with
other healthcare providers in the locality including GPs, PCTs and acute Trusts.
“Ramsay Health Care UK is committed to establishing an organisational
culture that puts the patient at the centre of everything we do. As Chief
Executive of Ramsay Health Care UK, I am passionate about ensuring that
high quality patient care is at the centre of what we do and how we operate
all our facilities. This relies not only on excellent medical and clinical
leadership in our hospitals but also upon our overall continuing
commitment to drive year on year improvement in clinical outcomes.
“As a long standing and major provider of healthcare services across the
world, Ramsay has a very strong track record as a safe and responsible
healthcare provider and we are proud to share our results. Delivering
clinical excellence depends on everyone in the organisation. It is not about
reliance on one person or a small group of people to be responsible and
accountable for our performance.”
Across Ramsay we nurture the teamwork and professionalism on which
excellence in clinical practice depends. We value our people and with
every year we set our targets higher, working on every aspect of our
service to bring a continuing stream of improvements into our facilities and
services.
(Jill Watts, Chief Executive Officer of Ramsay Health Care UK)
Quality Account 2011/12
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Introduction to our Quality Account
This Quality Account is Park Hill Hospital’s annual report to the public and other
stakeholders about the quality of the services we provide. It presents our
achievements in terms of clinical excellence, effectiveness, safety and patient
experience and demonstrates that our managers, clinicians and staff are all
committed to providing continuous, evidence based, quality care to those people
we treat. It will also show that we regularly scrutinise every service we provide
with a view to improving it and ensuring that our patient’s treatment outcomes are
the best they can be. It will give a balanced view of what we are good at and what
we need to improve on.
The previous Quality Account for 2010/11 was developed by our Corporate Office
and summarised and reviewed quality activities across every hospital and centre
within the Ramsay Health Care UK. It was recognised that this didn’t provide
enough in depth information for the public and commissioners about the quality of
services within each individual hospital and how this relates to the local
community it serves. Therefore, each site within the Ramsay Group will develop
its own Quality Account from this year onwards, which will include some Group
wide initiatives, but will also describe the many excellent local achievements and
quality plans that we would like to share.
Quality Account 2011/12
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Part 1
1.1 Statement on quality from the General
Manager
Dawn Abbott, General Manager,
Park Hill Hospital
“Park Hill Hospital is committed to being a leading provider of healthcare services
by delivering high quality outcomes for patients.”
As General Manager of Park Hill Hospital, I am passionate about ensuring that high quality patient
care is at the centre of what we do. I am committed to ensuring that Park Hill Hospital shows year
on year improvements in clinical outcomes.
Park Hill Hospital has produced this Quality Account to demonstrate our commitment to
measuring all feedback from patients about their experience, clinical treatment and clinical
outcomes. This allows us to continually review, reflect and improve the patient’s journey at Park
Hill Hospital.
Patient safety is our highest priority and our robust recruitment processes and training
programmes ensure that our staff are sufficiently qualified and competent to deliver our services in
a safe environment.
Park Hill Hospital continually achieves consistently high patient satisfaction results, and through
reviewing our customer’s feedback throughout the year, we constantly seek to further enhance the
patient experience.
Whilst patient feedback and involvement is extremely important to us, we also use other
measures of safety and clinical effectiveness which we use to satisfy ourselves that the care and
treatments we provide are evidence-based and delivered by appropriately qualified and
experienced medical staff, nurses and other key healthcare professionals.
This Quality Account provides information for our patients and commissioners to assure them of
our ongoing commitment to sharing our progressive achievements from one year to the next.
Quality Account 2011/12
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1.2 Hospital Accountability Statement
To the best of my knowledge, as requested by the regulations governing the
publication of this document, the information in this report is accurate.
Dawn Abbott
General Manager
Park Hill Hospital
Ramsay Health Care UK Operations Ltd
This report has been reviewed by:
•
Mr Nazar Kazzazi, MAC Chairman
•
Mr Stefan Andrejczuk, Regional Director (North)
•
Doncaster PCT
•
Doncaster & Bassetlaw Hospitals NHS Foundation Trust
Quality Account 2011/12
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Welcome to Park Hill Hospital
Park Hill Hospital is one of South Yorkshire’s leading private hospitals with an
excellent reputation for delivering high quality healthcare treatments and services.
Located on the site of the Doncaster Royal Infirmary, Park Hill Hospital opened in
April 1995. The ward consists of 21 beds, 17 of which are in single rooms, all with
en-suite facility. The outpatient department consists of 6 consulting rooms and a
minor procedure treatment area.
The hospital provides a full range of quality services, these include, outpatient
consultation, outpatient procedures, investigations/diagnostics, surgery and follow
up care. During the last 12 months, the hospital has treated 2,809 patients,
58.4% of which were treated under the care of the NHS. All NHS patients treated
at the hospital must be over 18 years of age as defined by the Standard Acute
Contract.
Currently, over 100 specialist Consultants work from the hospital who are
supported by a team of 54 staff, which includes nursing, physiotherapy and
administration staff. We also have a Resident Medical Officer (RMO) for 24 hour
emergency support.
Park Hill Hospital has very close working relationships with Doncaster &
Bassetlaw Hospitals NHS Foundation Trust, and has access to support services
through various service level agreements with the Trust.
Quality Account 2011/12
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Part 2
2.1 Quality priorities for 2011/2012
Plan for 2011/12
On an annual cycle, Park Hill Hospital develops an operational plan to set
objectives for the year ahead.
We have a clear commitment to our private patients as well as working in
partnership with the NHS ensuring that those services commissioned to us, result
in safe, quality treatment for all NHS patients whilst they are in our care. We
constantly strive to improve clinical safety and standards by a systematic process
of governance including audit and feedback from all those experiencing our
services.
To meet these aims, we have various initiatives ongoing at any one time. The
priorities are determined by the hospitals Senior Management Team taking into
account patient feedback, audit results, national guidance, and the
recommendations from various hospital committees which represent all
professional and management levels.
Most importantly, we believe our priorities must drive patient safety, clinical
effectiveness and improve the experience of all people visiting our hospital.
Priorities for improvement
2.1.1 A review of clinical priorities 2010/11 (looking back)
•
Safer Surgery Checklists – Park Hill Hospital has ensured that patient
safety is regularly reviewed through the monthly audits undertaken by the
Theatre Manager on compliance to policy. All theatre staff have attended
refresher training in the process for safer surgery, to further reduce the risk
of wrong site surgery.
•
Cleanliness – Further infection prevention and control audits were
introduced as planned and these are now undertaken at all Ramsay sites
and action plans developed locally where necessary to ensure the
Quality Account 2011/12
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standards are met. The PEAT (Patient Environment Action Team) audit
was repeated with the following results:
o Environment Score:
o Food Score:
o Privacy & Dignity Score:
5 Excellent (max score 5)
4 Good (max score 5)
5 Excellent (max score 5)
•
Acute Care Competencies / Vulnerable Adult training – 100% Park Hill
staff completed annual mandatory training programmes and received inhouse practical training on acute care competencies, and vulnerable adults
to ensure that safe and competent staff are available to care for all our
patients.
•
Infection Control. A priority for 2011 was the implementation of a newly
introduced infection control initiative, entitled Aseptic Non Touch
Technique (ANTT). The purpose of the ANTT technique is to reduce
contamination of wounds and susceptible sites and help minimise the risk
of wound infections.
A comprehensive infection control audit programme was undertaken
throughout the past year. The main focus was to increase the awareness
of infection prevention and control in all areas of the hospital. Audits
undertaken were:
• Hand hygiene
• Peripheral venous catheter care
• Urinary catheter care
• PEAT – Patient Environment Action Team
2.1.2 Clinical Priorities for 2012/13 (looking forward)
Patient safety
•
“Never Events.” Never events are serious, largely preventable, patient
safety incidents that should not occur if the available preventative
measures have been implemented. The Department of Health lists twenty
five “never events”, seventeen of which are relevant to Ramsay:
•
•
•
•
Wrong site surgery
Wrong implant/prosthesis
Retained foreign object post-operation
Wrongly prepared high risk injectable medication
Quality Account 2011/12
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•
•
•
•
•
•
•
•
•
•
•
•
•
Maladministration of potassium-containing solutions
Wrong route administration of oral/enteral treatment
Intravenous administration of epidural medication
Maladministration of insulin
Overdose of midazolam during conscious sedation
Opioid overdose of an opioid-naïve Patient
Entrapment in bedrails
Transfusion of ABO incompatible blood components
Misplaced naso or oro gastric tubes
Wrong gas administered
Failure to monitor and respond to oxygen saturation
Misidentification of Patients
Severe scalding of Patients
Park Hill Hospital has robust clinical governance processes in place to
mitigate the risk of such an event occurring.
•
VTE risk assessment. Park Hill Hospital submits data to evidence
compliance with the National VTE Commissioning for Quality and
Innovation Goal that all patients should have a VTE risk assessment. Park
Hill Hospital’s priority for 2012/13 is to maintain the current excellent
compliance rate, as shown in the table below.
Quality Account 2011/12
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Compliance results are benchmarked through the national statistics at:
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publications
Statistics/DH_122283
•
Real time incident reporting – Park Hill Hospital strives to report any
incidents in real time through the current Risk Information Management
System (RIMS). The risk reporting system is currently being upgraded to a
new software package called RiskMan. The new system is scheduled for
implementation in June 2012, and will streamline the process for reporting
clinical and health & safety incidents, complaints and compliments. It will
also improve how we track incidents and alert the necessary manager to
ensure that incidents are managed efficiently. It will also immediately
report any incident into the Corporate Risk Management Team, enabling
trends to be identified throughout the Ramsay organisation. Locally all
incidents are reported through Risk Management and Clinical Governance
groups, with action plans developed and implemented to improve patient
safety.
•
Staff survey results – Ramsay staff undertake an anonymous survey
annually to identify areas where staff satisfaction can be improved upon.
Areas of improvement for Park Hill Hospital from the 2011 survey is to:
•
•
•
‘improve feelings towards immediate colleagues, and how well we
work together’
‘increase the extent to which Park Hill has a positive impact on
society, by increasing our awareness in the local community’
Falls – A risk assessment, specifically for falls will be introduced for all
patients identified as at risk. The Targeted Fall Risk Assessment tool is
based on the NPSA (2007) guidance. Following this guidance a more fluid
approach has been adopted within Ramsay whereby the patient is first
identified at having any risk of falls. If a risk exists, a Registered Nurse
(together with the patient) conducts a systematic assessment against a
series of prompt questions/risk factors – resulting in a individual prevention
plan that then forms part of the patients care pathway.
Clinical Effectiveness
1. Ambulatory Day Care – better outcomes and improving patient
experience
Ambulatory Care (or Day Surgery Care) is the admission of selected
patients (both medical and surgical) to hospital for a planned procedure,
returning home the same day i.e. the patient does not incur an overnight
stay. Over recent years, partly due to medical advances, the number of
Quality Account 2011/12
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day surgery patients has increased compared to those requiring inpatient
care. In 2011 the percentage of day surgery patients we treated was 46%.
We need to ensure that our hospital facility and patient pathways continue
to meet the case mix we now deliver. We are committed to ensuring that
the patient pathway provides patients with the best standard of care.
2. Improve National Benchmarking
It was recognised that we needed more transparency between ourselves
and other independent sector providers/the NHS in order to monitor and
improve our services. This is even more important now we are working in
partnership with the NHS. E.g. benchmarking in the following areas:
Hellenic
• Hellenic will provide national benchmark figures for key
performance indicators (such as activity/volumes, mortality, day
case rates, unplanned readmissions, average length of stay,
unplanned transfers, returns to theatre.
VTE risk assessment compliance
• Benchmarking through the national stats website. Link:
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/Publi
cationsStatistics/DH_122283
PROMS results
• Benchmarking through national PROMS website. Link:
http://www.hesonline.nhs.uk/Ease/servlet/ContentServer?siteID=19
37&categoryID=1295
3. Improve ward efficiency by adopting the Productive Ward initiative –
more time to care
The Productive Ward (PW) Project is an NHS Initiative developed by the
Institute for Innovation and Improvement (2008). It focuses on the way
ward teams work together and organise themselves, in order to reduce the
burden of unnecessary activities, and releasing more time to care for
patients in a reliable and safe manner within existing resources. The
approach is very much ‘bottom up’ with all ward staff suggesting ideas and
ways in which they could improve their environment and processes.
4. Improved patient information
It was recognised from our patient satisfaction survey results that our
patients were not always receiving written discharge information on
discharge. This is important as even though we always tell our patients
everything they need to know before going home, a written reminder
Quality Account 2011/12
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ensures that they have the same information should they need to refer to it
at a later date.
Patient experience – informing patient choice
1. Increasing the use of Patient Reported Outcomes Studies (PROMs)
Park Hill Hospital is increasing use of the national PROMs results for hip,
knee, varicose veins and hernia surgery, encouraging their use to gain a
better understanding of treatment outcomes from the patient’s view point.
Results are shared with consultants and physiotherapists and they are
encouraged to use them to review their practice in discussion at the
regular Clinical Governance Meetings.
2. Patient Satisfaction
Food / refreshments
– In 2011, our satisfaction rating for the above was at 8.94 out of a
maximum score of 10. We are therefore reviewing our literature on the
refreshment services offered to ensure patients are fully aware of what
their individual entitlements are during their stay at Park Hill.
Quality Account 2011/12
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2.2 Mandatory Statements
2.2.1 Review of Services
During 2011/12 Park Hill Hospital provided 5 NHS services.
Park Hill Hospital has reviewed all the data available to them on the quality of
care in all of these NHS services.
Ramsay uses a balanced scorecard approach to give an overview of audit results
across the critical areas of patient care. The indicators on the Ramsay scorecard
are reviewed each year. The scorecard is reviewed each quarter by the hospitals
senior managers together with regional and Corporate Managers. The balanced
scorecard approach has been an extremely successful tool in helping us
benchmark against other hospitals and identifying key areas for improvement.
In the period for 2011/12, the indicators on the scorecard which affect patient
safety and quality were:
Human Resources
% Staff Turnover
% Sickness
% Total Lost Time
Appraisal %
Mandatory Training %
Staff Satisfaction Score
Number of Significant Staff Injuries
Workplace Health & Safety Score
Consultant Satisfaction Score
GP Satisfaction Score
Clinical Quality
Formal Complaints per 1000 Hospital
Patient Days
Patient Satisfaction Score
Number of Significant Clinical Events
per 1000 Hospital Patient Days
Readmissions per 1000 Admissions
Infection Control Audit Score
Hip % health gain
Knee % health gain
Endoscopy GRS Score
Daycase AVLOS
Theatre Utilisation %
2.2.2 Participation in clinical audit
The national clinical audits and national confidential enquiries that Park Hill
Hospital participated in, and for which data collection was completed during 1
April 2010 to 31st March 2011, are listed below 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.
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National Clinical Audits (NA = not applicable to the services provided)
Name of Audit
Acute care
Cardiac arrest (National Cardiac Arrest Audit)
Elective procedures
Hip, knee and ankle replacements (National Joint Registry)
Elective surgery (National PROMs Programme)
Additional Audits
National surveillance Programme
PEAT Audit
Participation
(NA, Yes, No)
% cases
submitted
Yes
100
Yes
100
Yes
NA
100
NA
Yes
100
The reports of the applicable national clinical audits from 1st April 2011 to 31st
March 2012 were reviewed by the Clinical Governance Committee.
Local Audits
The reports of all local clinical audits from 1 April 2011 to 31st March 2012 were
reviewed by the Clinical Governance Committee during the past year. Park Hill
Hospital intends to take the following actions to improve the quality of healthcare
provided:
• Increase awareness of good hand hygiene techniques for all staff
• Improve written communication relating to patient treatment in the
physiotherapy department through improved clinical records
The clinical audit schedule can be found in Appendix 2.
2.2.3 Participation in Research
There were no patients recruited during 2011/12 to participate in research
approved by a research ethics committee.
2.2.4 Goals agreed with our Commissioners using the CQUIN
(Commissioning for Quality and Innovation) Framework
Park Hill Hospital’s income from 1st April 2011 to 31st March 2012 was not
conditional on achieving quality improvement and innovation goals through the
Commissioning for Quality and Innovation payment framework because the
hospital was not signed up to the Standard Acute Contract.
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2.2.5 Statements from the Care Quality Commission (CQC)
Park Hill Hospital is required to register with the Care Quality Commission and its
current registration status on 31st March 2012 is registered without conditions.
The Care Quality Commission has not taken enforcement action against
Park Hill Hospital during 2011/12.
Park Hill Hospital has not participated in any special reviews or investigations by
the CQC during the reporting period.
Quality Account 2011/12
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2.2.6 Data Quality
Statement on relevance of Data Quality and your actions to improve your
Data Quality
•
Park Hill Hospital will be taking action to ensure that data quality is
maintained to high standards through the regular monitoring of compliance
with professional standards with regard to recording of information, through
the corporate audit programme.
NHS Number and General Medical Practice Code Validity
The Ramsay Group submitted records during 2011/12 to the Secondary
Uses Service for inclusion in the Hospital Episode Statistics which are included in
the latest published data.
The percentage of records in the published data included:
•
the patient’s valid NHS number:
99.66% for admitted patient care;
99.30% for outpatient care; and
0% for accident and emergency care (not undertaken at Ramsay
hospitals).
•
the General Medical Practice Code:
99.96% for admitted patient care;
99.82% for outpatient care; and
0% for accident and emergency care (not undertaken at Ramsay
hospitals).
Information Governance Toolkit attainment levels
Ramsay Group Information Governance Assessment Report overall
score for 2011/11 was 77% and was graded ‘green’ (satisfactory).
Clinical coding error rate
Park Hill Hospital was subject to the Payment by Results clinical coding audit
during 2011/12 by the Audit Commission and the error rates reported in the latest
published audit for that period for diagnoses and treatment coding (clinical
coding) were:
Site
Park Hill
% Primary
Diagnosis
Incorrect
44.26%
% Secondary
Diagnosis
Incorrect
14.62%
% Primary
Procedures
Incorrect
20.00%
% Secondary
Procedures
Incorrect
8.76%
Quality Account 2011/12
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2.2.7 Stakeholders views on 2011/12 Quality Account
This Quality Account was sent to Doncaster PCT and Doncaster & Bassetlaw
Hospitals NHS Foundation Trust prior to publication for any comments to be
inserted in this quality account.
No comments were received.
Quality Account 2011/12
Page 18 of 32
Part 3: Review of quality performance 2010/2011
Statements of quality delivery
Dawn Abbott, General Manager / Matron
Review of quality performance 1st April 2011 - 31st March 2012
Introduction
“Our emphasis is on providing an environment and culture to support
continuous clinical quality improvement so that patients receive safe and
effective care. Clinicians are enabled to provide that care and the
organisation can satisfy itself that we are doing the right things in the right
way.”
(Jane Cameron, Director of Safety and Clinical Performance, Ramsay
Health Care UK)
Ramsay Clinical Governance Framework 2012
The aim of clinical governance is to ensure that Ramsay develop ways of working
which assure that the quality of patient care is central to the business of the
organisation.
The emphasis is on providing an environment and culture to support continuous
clinical quality improvement so that patients receive safe and effective care,
clinicians are enabled to provide that care and the organisation can satisfy itself
that we are doing the right things in the right way.
It is important that Clinical Governance is integrated into other governance
systems in the organisation and should not be seen as a “stand-alone” activity. All
management systems, clinical, financial, estates etc, are inter-dependent with
actions in one area impacting on others.
Several models have been devised to include all the elements of Clinical
Governance to provide a framework for ensuring that it is embedded,
implemented and can be monitored in an organisation. In developing this
framework for Ramsay Health Care UK we have gone back to the original Scally
and Donaldson paper (1998) as we believe that it is a model that allows coverage
and inclusion of all the necessary strategies, policies, systems and processes for
effective Clinical Governance. The domains of this model are:
•
•
Infrastructure
Culture
Quality Account 2011/12
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•
•
•
•
Quality methods
Poor performance
Risk avoidance
Coherence
Ramsay Health Care Clinical Governance Framework
NICE / NPSA guidance
Ramsay also complies with the recommendations contained in technology
appraisals issued by the National Institute for Health and Clinical Excellence
(NICE) and Safety Alerts as issued by the National Patient Safety Agency
(NPSA).
Ramsay has systems in place for scrutinising all national clinical guidance and
selecting those that are applicable to our business and thereafter monitoring their
implementation.
Quality Account 2011/12
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3.1 Patient safety
We are a progressive hospital and focused on stretching our performance every
year and in all performance respects, and certainly in regards to our track record
for patient safety.
Risks to patient safety come to light through a number of routes including routine
audit, complaints, litigation, adverse incident reporting and raising concerns but
more routinely from tracking trends in performance indicators.
Our focus on patient safety has resulted in a marked improvement in a number of
key indicators as illustrated in the following graphs.
3.1.1 Patient Falls
•
As can be seen in the above graph our patient falls rate has decreased
over the past year. This has been due to improved communications to
patients with leaflets in each patient bedroom, advising patients to ‘buzz’
for a nurse to assist them to the bathroom if they feel unsteady, rather than
attempting to mobilise unaided.
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3.1.2 Infection prevention and control
Park Hill Hospital has a very low rate of hospital acquired infection and has
had no reported MRSA Bacteraemia in the past 3 years.
We comply with mandatory reporting of all Alert organisms including
MSSA/MRSA Bacteraemia and Clostridium Difficile infections with a programme
to reduce incidents year on year.
Ramsay participates in mandatory surveillance of surgical site infections for
orthopaedic joint surgery and these are also monitored.
Infection Prevention and Control management is very active within our hospital.
An annual strategy is developed by a Corporate level Infection Prevention and
Control (IPC) Committee and group policy is revised and re-deployed every two
years. Our IPC programmes are designed to bring about improvements in
performance and in practice year on year.
A network of specialist nurses and infection control link nurses operate across the
Ramsay organisation to support good networking and clinical practice.
Programmes and activities within our hospital include:
•
All staff undertake mandatory, annual infection prevention and control
training.
•
As can be seen in the above graph our infection control rate has increased
year on year. This has been due to increased awareness of the reporting
procedure of wounds that show signs of inflammation and/or discharge
either as an inpatient or in the outpatient department following discharge.
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In comparison to the national average these figures are well below, and
this is due to increased general awareness of hand washing and proactive
initiatives to demonstrate to patients the importance of hand washing, and
the frequency with which staff wash their hands.
3.1.3 Cleanliness and hospital hygiene
Assessments of safe healthcare environments also include Patient Environment
Assessment Team (PEAT) audits.
These assessments include rating of privacy and dignity, food and food service,
access issues such as signage, bathroom / toilet environments and overall
cleanliness.
The PEAT (Patient Environment Action Team) audit was repeated in March 2012
with the following results:
o Environment Score:
o Food Score:
o Privacy & Dignity Score:
5 Excellent (max score 5)
4 Good (max score 5)
5 Excellent (max score 5)
3.1.4 Safety in the workplace
Safety hazards in hospitals are diverse ranging from the risk of slip, trip or fall to
incidents around sharps and needles. As a result, ensuring our staff have high
awareness of safety has been a foundation for our overall risk management
programme and this awareness then naturally extends to safeguarding patient
safety. Our record in workplace safety as illustrated by our adverse event rate
demonstrates the results of safety training and local safety initiatives.
Effective and ongoing communication of key safety messages is important in
healthcare. Multiple updates relating to drugs and equipment are received every
month and these are sent in a timely way via an electronic system called the
Ramsay Central Alert System (CAS). Safety alerts, medicine / device recalls and
new and revised policies are cascaded in this way to our General Manager which
ensures we keep up to date with all safety issues.
Quality Account 2011/12
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•
As can be seen in the above graph our adverse events rate has decreased
over the last past year. This has been due to improved safeguards put into
place, and providing appropriate health & safety training for all heads of
department in the unit. All heads of department have successfully
completed CIEH Level 2 Award in Health & Safety in the workplace. This
has increased awareness of the reporting procedure, and development of
a no-blame culture, where adverse events are reported in order to ensure
practices are reviewed to ensure that lessons are learnt to prevent a
recurrence.
3.2 Clinical effectiveness
Park Hill Hospital has a Clinical Governance Committee that meets regularly
throughout the year to monitor quality and effectiveness of care. Clinical
incidents, patient and staff feedback are systematically reviewed to determine any
trend that requires further analysis or investigation. More importantly,
recommendations for action and improvement are presented to hospital
management and medical advisory committees to ensure results are visible and
tied into actions required by the organisation as a whole.
The results highlighted in the graphs on the next page demonstrate the
effectiveness of this approach over the last three years.
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3.2.1 Return to theatre
Ramsay is treating significantly higher numbers of patients every year as our
services grow. The majority of our patients undergo planned surgical procedures
and so monitoring numbers of patients that require a return to theatre for
supplementary treatment is an important measure. Every surgical intervention
carries a risk of complication so some incidence of returns to theatre is normal.
The value of the measurement is to detect trends that emerge in relation to a
specific operation or specific surgical team. Ramsay’s rate of return is very low
consistent with our track record of successful clinical outcomes.
3.2.2 Readmission to hospital
Monitoring rates of readmission to hospital is another valuable measure of clinical
effectiveness. As with return to theatre, any emerging trend with specific surgical
operation or surgical team in common may identify contributory factors to be
addressed. Ramsay rates of readmission remain very low and this, in part, is due
to sound clinical practice ensuring patients are not discharged home too early
after treatment and are independently mobile, not in severe pain etc.
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3.3 Patient experience
All feedback from patients regarding their experiences with Ramsay Health Care
are welcomed and inform service development in various ways dependent on the
type of experience (both positive and negative) and action required to address
them.
All positive feedback is relayed to the relevant staff to reinforce good practice and
behaviour – letters and cards are displayed for staff to see in staff rooms and
notice boards. Managers ensure that positive feedback from patients is
recognised and any individuals mentioned are praised accordingly.
All negative feedback or suggestions for improvement are also feedback to the
relevant staff using direct feedback. All staff are aware of our complaints
procedures should our patients be unhappy with any aspect of their care.
Patient experiences are feedback via the various methods below, and are regular
agenda items on Local Governance Committtees for discussion, trend analysis
and further action where necesary. Escalation and further reporting to Ramsay
Corporate and DH bodies occurs as required and according to Ramsay and DH
policy.
Feedback regarding the patient’s experience is encouraged in various ways via:
Patient satisfaction surveys
‘We value your opinion’ leaflet
Verbal feedback to Ramsay staff - including Consultants, Matrons/General
Managers whilst visiting patients and Provider/CQC visit feedback.
Written feedback via letters/emails
Patient focus groups
PROMs surveys
Care pathways – patient are encouraged to read and participate in their plan
of care
3.3.1 Patient Satisfaction Surveys
Our patient satisfaction surveys are managed by an independent company called
‘The Leadership Factor’ (TLF). They print and supply a set number of
questionnaire packs to our hospital each quarter which contain a self addressed
envelop addressed directly to TLF, for each patient to use.
Results are produced quarterly (the data is shown as an overall figure but also
separately for NHS and private patients). The results are available for patients to
view on our website.
Patient satisfaction scores for overall quality show the majority of patients feel
they receive excellent quality of care and service in Park Hill Hospital. To record a
satisfaction index over 90%, a very high proportion of our patients have scored 9
or 10 out of 10 for their satisfaction with all the requirements. This is underlined
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by comparing our hospitals Satisfaction Index against those achieved by other
organisations across all sectors of the UK economy where the full range of
customer satisfaction is 50% to 95% with the median just below 80%.
•
As can be seen in the above graph our Patient Satisfaction rate has
increased over the past 3 years. This is due to continuous improvement
processes in all areas of the hospital. All complaints and compliments are
reviewed regularly to ensure we are meeting our customer’s expectations.
This year on year improvement shows how we listen to criticisms of our
organisation, in order to improve and enhance our services.
Patient satisfaction index of over 90% means that Park Hill Hospital rates in
the top 2-3% of organisations.
3.3.2 Patient Reported Outcome Measures (PROMs)
Patient Reported Outcome Measures measure quality from the patients’
perspective. Covering four clinical procedures, PROMs calculate the health gain
after surgical treatment using pre and post operative surveys.
Park Hill Hospital participates in the Department of Health’s PROMs surveys for
hip and knee surgery, hernias and varicose veins for NHS patients.
As a Group, Ramsay also conducts its own hip and knee PROMs surveys
specifically for private patients.
The graphs on the next page provide an indication of the average health gain for
patients who attended Park Hill Hospital for hip and knee surgery in comparison
to the our local NHS Trust, and England.
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An adjusted measure (adjusted health gain) has been included to allow the
comparison of organisations against the national adjusted health gain.
The adjusted measure, based on models developed by contractors employed by
the Department of Health (CHKS Ltd in conjunction with Northgate Information
Solutions Ltd), takes into account the fact that organisations deal with patients
with a differing casemix e.g. a large proportion of a provider’s patients may be in
a poor state of pre-operative health before undergoing surgery compared to
another provider who is treating a higher proportion of patients with high levels of
pre-operative health.
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3.4 Park Hill Hospital Case Study
Park Hill Hospital has worked closely with the Doncaster & Bassetlaw Hospitals
NHS Foundation Trust since the unit opened on the site of the Doncaster Royal
Infirmary in April 1995.
The two parties continue to work together to ensure that all patients requiring
elective surgery are seen well within the Government target of 18 weeks from GP
referral. The relationship between the two hospitals has grown over the past 16
years, and the Consultants and staff of the two units continue to work closely
together ensuring that patients in the local community receive a high quality
clinical service that meets their needs.
Since 2007, Park Hill Hospital has had formal agreements with Doncaster &
Bassetlaw Hospitals NHS Foundation Trust to provide elective orthopaedic
procedures. Over the past 3 years Park Hill Hospital has operated on over 2,000
patients under these agreements, with outcomes for hip and knee replacements
comparable with the local PCT, as seen on the PROMs graphs on the previous
page.
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Appendix 1
Services covered by this quality account
Regulated Activities – Park Hill Hospital
Treatment of
Disease,
Disorder
Or injury
Surgical
Procedures
Services Provided
Dermatology, Ear, Nose and Throat (ENT), General
surgery, Gynaecological, Neurology, Ophthalmic,
Orthopaedic, Pain management, Physiotherapy,
Rheumatology, Sports medicine, Urology
Day and Inpatient Surgery, Dermatology,
Cosmetic/plastic, Ear, Nose and Throat (ENT),
Gastrointestinal, General surgery, Gynaecological,
Neurology, Ophthalmic, Oral maxillofacial, Orthopaedic,
Pain management, Physiotherapy, Rheumatology,
Sports medicine, Urology, Vascular
Peoples Needs Met for:
All adults 18 yrs and over
Children 3 yrs and over - outpatients only
All adults 18 yrs and over excluding:
•
•
•
•
•
•
•
•
•
•
•
•
Patients with blood disorders (haemophilia,
sickle cell, thalassaemia)
Patients on renal dialysis
Patients with history of malignant hyperpyrexia
Planned surgery patients with positive MRSA
screen are deferred until negative
Patients who are likely to need ventilatory
support post operatively
Patients who are above a stable ASA 3.
Any patient who will require planned admission
to ITU post surgery
Dyspnoea grade 3/4 (marked dyspnoea on mild
exertion e.g. from kitchen to bathroom or
dyspnoea at rest)
Poorly controlled asthma (needing oral steroids
or has had frequent hospital admissions within
last 3 months)
MI in last 6 months
Angina classification 3/4 (limitations on normal
activity e.g. 1 flight of stairs or angina at rest)
CVA in last 6 months
However, all patients will be individually assessed and we
will only exclude patients if we are unable to provide an
appropriate and safe clinical environment.
Diagnostic
and
screening
Phlebotomy, Urinary Screening and Specimen collection.
Services subcontracted to the Trust hospital include
medical imaging, MRI/CT, ultrasound and
echocardiography.
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Appendix 2 – Clinical Audit Programme. Each arrow links to the audit to be completed in each month.
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Park Hill Hospital
Ramsay Health Care UK
We would welcome any comments on the format, content or
purpose of this Quality Account.
If you would like to comment or make any suggestions for the
content of future reports, please telephone or write to the
General Manager using the contact details below.
For further information please contact:
01302 730300
www.parkhillhospital.co.uk
Quality Account 2011/12
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