Quality Account 2018/19 · 2019. 8. 12. · Quality Accounts 2018/19 Page 3 of 65 Welcome to Ramsay...

Blakelands Hospital Quality Account 2018/19

Contents

Introduction Page 3

Welcome to Ramsay Health Care UK 4

Introduction to our Quality Account 5

PART 1 – STATEMENT ON QUALITY 6

1.1 Statement from the General Manager 6

1.2 Hospital accountability statement 8

PART 2

2.1 Priorities for Improvement 14

2.1.1 Review of clinical priorities 2018/19 (looking back) 14

2.1.2 Clinical Priorities for 2019/20 (looking forward) 26

2.2 Mandatory statements relating to the quality of NHS services

provided 29

2.2.1 Review of Services 29

2.2.2 Participation in Clinical Audit 30

2.2.3 Participation in Research 32

2.2.4 Goals agreed with Commissioners 32

2.2.5 Statement from the Care Quality Commission 32

2.2.6 Statement on Data Quality 33

2.2.7 Stakeholders views on 2018/2019 Quality Accounts 35

PART 3 – REVIEW OF QUALITY PERFORMANCE 36

3.1 The Core Quality Account indicators 38

3.2 Patient Safety 39

3.3 Clinical Effectiveness 52

3.4 Patient Experience 55

Appendix 1 – Services Covered by this Quality Account 61

Appendix 2 – Clinical Audits 62

Quality Accounts 2018/19 of 65

Welcome to Ramsay Health Care UK

Blakelands 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 31 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, Clinical Commissioning

Groups


Statement from Dr. Andrew Jones, Chief Executive Officer, Ramsay Health Care UK “The delivery of high quality patient care and outcomes remains the highest priority to Ramsay Health Care. Our clinical staff and consultants are critical in ensuring we achieve this across the whole organisation and we remain committed to delivering superior quality care throughout our hospitals, for every patient, every day. As a clinician I have always believed that our values and transparency are the most important elements to the delivery of safe, high quality, efficient and timely care. Ramsay Health Care’s slogan “People Caring for People” was developed over 25 years ago and has become synonymous with Ramsay Health Care and the way it operates its business. We recognise that we operate in an industry where “care” is not just a value statement, but a critical part of the way we must go about our daily operations in order to meet the expectations of our customers – our patients and our staff. Everyone across our organisation is responsible for the delivery of clinical excellence and our organisational culture ensures that the patient remains at the centre of everything we do. At Ramsay we recognise that our people, staff and doctors, are the key to our success and our teamwork is a critical part of meeting the expectations of our patients. Whilst we have an excellent record in delivering quality patient care and managing risks, the company continues to focus on global and UK improvements that will keep it at the forefront of health care delivery, such as our global work on speaking up for safety, research collaborations and outcome measurements. I am very proud of Ramsay Health Care’s reputation in the delivery of safe and quality care. It gives us pleasure to share our results with you.” Dr. Andrew Jones Chief Executive Officer Ramsay Health Care UK


Introduction to our Quality Account

This Quality Account is Blakelands Hospital 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.

Our first Quality Account in 2010 was developed by our Corporate Office and

summarised and reviewed quality activities across every hospital and treatment

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 now

develops its own Quality Account, which includes some Group wide initiatives, but

also describes the many excellent local achievements and quality plans that we

would like to share.


Part 1

1.1 Statement on quality from the Hospital

Director

Shirley Bishop, Hospital Director

Blakelands Hospital

I am very pleased to be the Hospital Director of Blakelands Hospital where there

is a committed team of individuals who consistently strive and deliver excellent

standards of safe care to our patients and customers.

The Quality Account has been produced to provide accurate information about

how we monitor, evaluate and deliver the quality of the services. In addition to

these elements there is encouragement to learn from issues in a blameless

culture. We hope to be able to share with the reader our progressive

achievements that have taken place over the past year.

There is a robust Clinical Governance framework that ensures a clear strategy in

delivering, monitoring and evaluating care, professional standards, regulatory and

legislative requirements. The Clinical Governance Committee and Medical

Advisory Committee meet on a quarterly basis to review the clinical and safety

performance of the Hospital. These committees have reviewed and commented

on the details within this Quality Account.

Over the past year the hospital has continued to be full of activity! We continue to

meet with our CQC Relationship person every three months and are now aiming

for ‘Outstanding’’ in the next inspection. The Ophthalmology and Endoscopy

services have grown whilst the demand for the Orthopaedic service has declined

slightly. The Clinical staff continue to meet demand, and receive specialist

training according to individual needs and services.


The Ramsay Way culture recognises people, both staff and doctors are the

hospitals most important assets and this has been key to the hospital’s ongoing

success. Our culture is based on our people and recognising the value of every

individual in our hospital. We believe that we can do things the right way and still

achieve industry best practice. This is The Ramsay Way – people caring for

people – a culture that has made a huge difference in the way we perform and

what makes us so successful. The Introduction of the Speak up for Safety

campaign has allowed culture to change empowering all staff to challenge any

situation with support.

In keeping with the Ramsay Way, our Quality Account has been developed with

the involvement of our staff who have been engaged with developing a systems

approach to risk management which focuses on making every effort to reduce the

likelihood and consequence of an adverse event or outcome associated with

treatment of a patient.

If you would like to comment or provide me with feedback then please do contact

me on [email protected].

The Ramsay Way

•We are caring, progressive, enjoy our work and use a positive spirit to succeed

•We take pride in our achievements and actively seek new ways of doing things better

•We value integrity, credibility and respect for the individual We build constructive

relationships to achieve positive outcomes for all

•We believe that success comes through recognizing and encouraging the value of people

and teams

•We aim to grow our business while maintaining sustainable levels of profitability, providing

a basis for stakeholder loyalty

Figure 1 The Ramsay Values


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.

Shirley Bishop

Hospital Director

Blakelands Hospital

Ramsay Health Care UK

This report has been reviewed and approved by:

MAC Chair- Mr Cyril Marek

Milton Keynes Commissioner

Health Check


Welcome to Blakelands Hospital

Blakelands Hospital is a purpose built day care unit which was opened in 2006. It

was designed to combine an exceptional standard of patient day care facilities

with the technical equipment that modern medicine demands.

Figure 2 Blakelands Hospital

The Centre provides NHS and private day care facilities for:

General Surgery

Laparoscopy Surgery for Inguinal Hernia Repair

Ophthalmic Surgery including YAG Laser

Orthopaedic Surgery

Upper and lower diagnostic Endoscopy procedures, including direct

referrals

Podiatric Surgery

Physiotherapy

Urology

Phlebotomy

We provide safe, convenient, effective and high quality treatment for adult

patients (excluding children below the age of 18 years), whether privately insured,

self-pay, or from the NHS. A high percentage of our patients are referred from

the NHS sector, patients choosing to use our facility through ‘Choose and Book’.

Our services help to ease the pressure on Milton Keynes Hospital and NHS

facilities and we have worked closely with the Hospital Management Team and


the CCG to ensure improved access for patients requiring day case surgery,

diagnostics and physiotherapy.

We have close links with GP surgeries, providing information, training and liaison

in order to monitor their needs and the requirement of the local population. The

total number of patients treated for the past year is as follows:

NHS Private Medical

insurance(PMI)

Self-pay (SP) Total

2018/2019

5372 78 77 5527

97.2% 1.41% 1.39%

Referrer Relationships

General Practices

There are 27 General Practice surgeries commissioned by Milton Keynes CCG

and each practice is visited on a regular basis. The hospital employs a dedicated

GP Liaison Officer (GPL) who is shared with Horton Treatment Centre. The GPL

establishes and maintains relationships with GPs and their practice staff.

Scheduled visits are arranged and GPs are sent newsletters regularly. The

newsletters give information on waiting times for treatment, new services and new

consultants demonstrating the hospitals capabilities, the referral process and the

hospital available capacity. These relationships also seek feedback from GPs

regarding their experiences as well as the views of their patients.

To further support the GP community, educational visits are also arranged during

practice learning times whereby Consultant led presentations on clinical specialist

topics. The educational support also incorporates the administrative and clinical

teams. An example of educational visit has provided Infection Prevention and

Control and Basic Life Support training with practical skills. Evening events are

arranged at the hospital and GPs, Practice Managers and Medical Secretaries

are invited to attend regular sessions on Choose and Book (e-RS) workshops.

For example a collaborative seminar with the GP Federation was held for 60 staff

from local GP practices.

Outreach Services/Direct referral Service

Blakelands Consultants often hold Outreach Orthopaedic clinics with Bedford

Circle and Ravenscroft Health Centre in Milton Keynes.

Patients can be booked via the ‘Direct referral service’ for Gastroenterology. This

enables the patient to access treatment directly.


We currently employ the following staff at the Blakelands Hospital;-

2 Consultants - Orthopaedic Surgeon and an Endoscopist.

1 Hospital Director/Head of Clinical Services

20 – RGNS, Operating Department Practitioners (ODPs), Radiographers

and Physiotherapist.

4 – Health care assistants(HCAs)

5- SSD Technicians

2 – Support staff

14 - Administrative/Reception staff

There is no on site Resident Medical Officer but a Consultant Anaesthetist

is present on site daily. There is always an Advanced Life Support (ALS)

person on site during Operating Lists.

Shared Services

Finance services and medical secretarial support is provided by Horton

Treatment Centre (HTC).

Health & safety /Risk officer is shared as well with HTC and Woodlands Hospital.

There was an Operation Manager but this post no longer exists.

Human Resources support was supplied by HTC but this Is now shared with

Woodlands Hospital – 15 hours a week.

NHS Partnerships

There are close working relationships with Milton Keynes Clinical Commissioning

Group, Buckinghamshire Health, Northampton General Hospital and Bedfordshire

CCG. Locally, Blakelands have teamed up with Milton Keynes University Hospital

to provide a range of treatments for ophthalmology, gastroenterology, urology,

spinal, orthopaedics and general surgery.

Other links

Qualified staff have provided training for GP practice staff for Infection Prevention

and Control, Sepsis and Basic Life Support.

Blakelands Staff participate and network with the Milton Keynes Clinical

Commissioning Group, MKCCG Infection Prevention and Control Forum and

Health Economy Wide Serious Incident Learning and Review Group. Best

practice and lessons learnt are shared with Multi-disciplinary forums locally. The

Hospital Director has attended the Bedfordshire CCG Serious Incident Forum

sharing lessons learnt and changes of practice.


Ongoing Investment

In the last 12 months, the hospital continues to invest in maintaining and updating

its equipment. The improvements are:

1. Electronic Patient Record (EPR)

The hospital has a completely new Electronics Patient Record. Staff have been

mastering the use of the system and it has proved to be a challenge with the Pre-

assessment clinics. The patient medical record is electronic until the patient is

admitted for a procedure when it reverts to a paper medical record. The second

phase of the EPR is due to be introduced in the near future. The staff have

adapted to working with two systems working adjacently.

2. Out Patient Department

a) Ophthalmology services have grown in the last 12 months. The latest

equipment to be purchased is an A-B ultra sound scanner for patient with

particularly opaque cataracts.

A new Optical coherence tomography machine has been purchased. An

Optical Coherence Tomography (OCT) is a non-invasive diagnostic

instrument used for imaging the retina. It is the technology for the future

because it can enhance patient care. It has the ability to detect problems in

the eye prior to any symptoms being present in the patient. (https://visionsource-

visionhealthinstitute.com/vision-care-products/advanced-diagnostic-testing/optical-coherence-

tomography-oct/ accessed 27/05/2019)

b) Urology services continue to be popular and the department has a new

bladder scanner and urodynamic flow machine.

c) Phlebotomy services are supporting pre-assessment for patients having

procedures under general anaesthetic and any other patient comorbidity

that require investigation. Patients who are diagnosed to have a suspicious

lesion during an endoscopic procedure have a blood test taken in

preparation for referral to the MKUH cancer pathway.

d) Pre-assessment Service has been streamlined in line with the new

Electronic Patient Record (EPR) that was introduced on the 14th August

2017. The team has been trained in the use of a new ECG machine with

competencies.

https://visionsource-visionhealthinstitute.com/vision-care-products/advanced-diagnostic-testing/optical-coherence-tomography-oct/




Blakelands Hospital is a pleasant facility and is supported by dedicated and

trained staff that are intent on ensuring the patient experience is the best it can

possibly be.


Part 2 2.1 Quality priorities for 2018/2019 Plan for 2018/19

On an annual cycle, Blakelands 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 on going at any one time. The

priorities are determined by the hospitals Senior Leadership Team and Head of

Departments 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 2018/2019(looking back)

Patient safety, Clinical effectiveness and Patient experience will be the focus for

2018/2019. Each domain will have aspects around Safety, Behaviours,

Outstanding patient care and Customer care.

Areas of focus for 2018/2019 included:

Quality Governance

Good Governance is key to patient quality and safety. As part of our continuous

drive to improve our services we have reviewed our Governance processes to

ensure the necessary values, behaviours, structures and processes are


embedded at all levels to enable the Blakelands Hospital to ensure quality, safe

patient care for all its service users.

The Head of Clinical Services (HCS) and Hospital Director roles were combined

at the beginning of the 2018/2019. The combined roles are too much for one

person to complete. After the review of the Governance processes the hospital is

combining some services with Woodland Hospital. This will be finalised in

2019/2020.

Developing a culture of safety

The development of a safety culture was supported by the introduction of Speak

up for Safety. This has empowered staff and encouraged a culture change where

staff can challenge any situation in the hospital they feel is not clear enough. This

has proved to effect with the role of the List Safety Officer in Theatres.

During 2018/2019 the Speak up for Safety Campaign was introduced (Figure 3).

Over 86% of staff have been trained in the programme and are encouraged to

apply its use to everyday work situations. It is a tool to empower all staff to speak

up if anything or any situation is not clear. Risks of poor practice are reduced by

doing this and patient safety and staff ownership is increased.

The Speak up for Safety Trainer is accredited to the Cognitive Institute of

Australia. All staff will be trained by the end of July 2019. An RGN has been

appointed as the Speak for Safety Ambassador for the hospital. The Ambassador

has encouraged the purpose of the scheme and encourages staff to be better

advocates for the patients.

Speak up for Safety has initiated a culture change within the hospital and at times

some of the disciplinary team have found it difficult to accept that all grades of

staff can challenge a situation or element of care. There is no reprisal if a staff

member speaks up. Regardless if the point raised is valid or not they are

encouraged to speak up and be supported. (https://www.ramsayhealth.co.uk/about/corporate-

news/speaking-up-for-safety-programme accessed 27/5/2019)

Figure 3 Speak up for Safety

https://www.ramsayhealth.co.uk/about/corporate-news/speaking-up-for-safety-programme

https://www.ramsayhealth.co.uk/about/corporate-news/speaking-up-for-safety-programme


Develop staff to follow the Ramsay values and adopt a better team

approach

The structure at Blakelands Hospital is a flat structure with all Head of

departments reporting directly to the Hospital Director. The Senior Leadership

Team consists of the Finance manager and Hospital Director (HD). The Hospital

Director/Head of Clinical Services is a combined role. The HD is based at

Blakelands and the Finance Manger is based at HTC.

The Ramsay Business is based on the Ramsay Values (Figure 1). All staff

appraisals are completed annually and have an interim review at 6 months. The

appraisals are based around a set of behaviours and provide a solid foundation

for providing a positive patient journey. 85% of staff have had appraisals and the

other 15% of staff are new starters or staff still on an Induction programme.

The Head of department’s team have attended a one day Leadership day on

2nd November 2018.

Ensuring required standards are achieved

These are achieved through good investigating and taking action on sub-standard

performance, planning and deriving continuous improvements, identifying,

sharing and ensuring delivery of best practice.

Domain: Are we Safe?

One of the dimensions of quality is that patients come to no harm, meaning that

the environment is safe, clean and ‘avoidable harm’ is reduced. Treating and

caring for people in a safe environment and protecting them from avoidable harm

is taken very seriously by the clinical team. This was achieved by:

NICE Guidance

Nice guidance continues to provide sound evidence–based practice for many

clinical teams to follow. There is a systematic approach to the review of NICE

guidance and these are actioned as appropriate for each discipline. NICE

encourages staff to behave in a standardised way promoting safety and thus

enhancing the patient journey in a positive way. These recommendations are

discussed at Clinical Governance and Medical Advisory Council (MAC). This year

the following guidance was reviewed:

MIB167 – Video laryngoscopes to help intubate in people with difficult airways


IPG637- Platelet-rich plasma injections for knee osteoarthritis QS 180-Serious eye disorders CG 103 – Delirium: prevention, diagnosis and management

Safeguarding

Safeguarding adults is everybody’s business. All staff have a responsibility to help

prevent abuse and to act quickly and proportionately to protect people where

abuse is suspected, they should act professionally, discreetly and with the

maximum possible confidentiality. The hospital operates within The Department

of Health document Caring for our future: reforming care and support. The

hospital has two Safeguarding leads, Head of Clinical Services (Matron) and the

Out Patient Team Leader for adults and children. The standard expected by the

CCG for staff to achieve is 90%.

Adults – 91% (April 2019)

Children – 89%(April 2019)

Venous thromboembolism (VTE)

Deep vein thrombosis (DVT) is a blood clot that develops within a deep vein in

the body. DVT usually occurs in a deep leg vein, a larger vein that runs through

the muscles of the calf and the thigh.

It can cause pain and swelling in the leg and may lead to complications such as

pulmonary embolism. This is a serious condition that occurs when a piece of

blood clot breaks off into the bloodstream and blocks one of the blood vessels in

the lungs. DVT and pulmonary embolism together are known as venous

thromboembolism (VTE).

NICE guidelines are implemented to ensure patients are assessed and given the

appropriate prophylaxis to avoid VTE. A thorough robust audit and reporting

system is used that ensures 100% compliance is achieved. The assessment is

both electronic and paper. Overall compliance for patients being assessed is

consistently over 95%.

An internal VTE audit revealed that consultants should ensure the patient’s VTE

assessment is reviewed immediately post–operatively, the correct medication is

prescribed on discharge home and that the NICE guidance is followed. The

following actions were taken:

NICE VTE guidance was reviewed

Clinical staff ensures VTE assessment form/EPR is completed

https://www.nhs.uk/conditions/pulmonary-embolism/Pages/Introduction.aspx


Clinical staff ensures prophylactic medication is prescribed by consultant prior to discharging a patient home.

Clinical staff ensures all patients are marked on the electronic patient record as assessed.

Antimicrobial Stewardship

With more increased antimicrobial resistant organisms identified with in the

healthcare environment and in the community Blakelands Hospital follow the

Ramsay Policy on Antimicrobial Management (CMM 006).

The hospital has established links with the microbiology Consultant at Milton

Keynes University Hospital if any consultant requires specialist advice for patient

treatments.

Staff are made aware of Antimicrobial Stewardship via forums, pharmacy

updates, newsletters and on visual boards.

Blakelands Hospital is fully aware that it is important to educate and inform

patients and healthcare professionals about the appropriate use of antibiotics and

the importance of preventing resistance to antibiotics. With more increased

antimicrobial resistant organisms identified within the healthcare environment and

in the community Blakelands Hospital follow the Ramsay Policy on Antimicrobial

Management (CMM 006).

Antibiotic Stewardship Plan for Blakelands 2018-2019

Issue Action Progress Resp person Completed Quality Assurance

Education IPC Link Nurses attend IPC Study Day July 4th

2018

X2 attended and Antimicrobial Steward ship was discussed

Matron /OPD Lead 04/07/2019 Certificates of Attendance

Policy Use Ramsay Antimicrobial Prescribing and Stewardship Policy CMM-006

This has been circulated to all consultants and is available for all staff to access.

Matron June 2018 Evidence of correspondence

Access to local MKUH Antimicrobial prescribing Policy on intranet

Staff can access this via the Microbiologist.

IPC Link Nurses/Microbiologist

On going

Evidence of communication in patients’ medical files.

Prescribing Ramsay are planning to use Micro guide App for all staff to access.

Discussed at IPCC 1/08/2018.

IPCC On going App is in use.

Audit Ramsay will partake in National Prevalence Antibiotic Survey in November 2018

CIPC Lead No date set as yet

Results of survey

Staff awareness

Access to policy on the intranet. Pharmacist On going Access

Patient awareness

PHE campaign on Antimicrobial Campaign https://www.gov.uk/government/publications/european-antibiotic-awareness-day-and-antibiotic-guardian-posters-and-leaflets

IPC links – discuss at next IPC Meeting

October 2018

New campaign.

https://www.gov.uk/government/publications/european-antibiotic-awareness-day-and-antibiotic-guardian-posters-and-leaflets



Blakelands will be making patients aware of the Antibiotic Stewardship by

following the WHO Antibiotic Awareness Campaign.

http://www.who.int/who-campaigns/world-antibiotic-awareness-week/advocacy-material

Antibiotic Campaign Report

Public and Staff Initiative

WHO and PHE poster were displayed in the Main Reception, admission and

discharge pods promoting antibiotic resistance and use.

Flu Vaccine

Frontline healthcare workers are more likely to be exposed to the influenza virus,

particularly during winter months when some of their patients will be infected. It

has been estimated that up to one in four healthcare workers may become

infected with influenza during a mild influenza season - a much higher incidence

than expected in the general population.

Influenza is also a highly transmissible infection. The patient population found in

hospital is much more vulnerable to severe effects. Healthcare workers may

transmit illness to patients even if they are mildly infected.

The Green Book recommends that healthcare workers directly involved in patient

care are vaccinated annually. It is also encouraged by the General Medical

Council and by the British Medical Association. Therefore, Blakelands Hospital

will actively work with its employees to coordinate the uptake of the flu

vaccination.

A total of 86% of Frontline healthcare workers and administrative staff were

vaccinated.

Figure 8 Antibiotics are not for colds! Speak up for Safety poster to ensure staff have a voice. Figure 9 Misuse of Antibiotics posters in Main

reception

http://www.who.int/who-campaigns/world-antibiotic-awareness-week/advocacy-material


Domain: Are we Effective?

Another domain is that patient care, treatment and support achieves good

outcomes that ensure a patient maintains quality of life and is based on the best

available evidence. This was achieved by:

MRSA Zero tolerance methicillin-resistant Staphylococcus aureus

The hospital has never had an MRSA outbreak and there was no outbreak in

2018/2019. This will be achieved by following the DOH 2010 High Intervention

Impact Care Bundles e.g. the surgical site infection and the peripheral cannula

insertion and ongoing care.

Internal Audits

The organisations prescribed clinical and non-clinical audit programme on a

monthly/quarterly basis have been completed. The programmes can be seen in

Appendix 2. To ensure quality these assessments have been peer reviewed and

appropriate actions plans produced and implemented. This is discussed in

section 2.2. There was a focus on Medical Records management, Theatre

management and Medication prescribing and management.

Domain: Are we Caring?

The hospital ensures the highest standards of care, ensuring the dignity and

respect for all patients and maintaining professionalism at all times. Staff are

encouraged to be empathetic. This is achieved by:

Duty of Candour

The organisation has developed a Duty of Candour policy. This policy ensures

that the hospital is open and transparent with patient and other clients when

necessary. Blakelands Hospital ensures all events are reported in line with the

regulations as stated in the Health and Social Care Act 2008 (Regulated

Activities) Regulations 2014, the Care Quality Commission (Registration)

Regulations 2009. There were 2 Duty of Candour declarations which were all

resolved. Lessons learnt from the incidents have been shared with the local

Milton Keynes Serious Incident Group and throughout Ramsay.


Domain: Are we Responsive to people’s needs?

This domain ensures that services are organised so they meet patient needs.

These were achieved by:

Friends and Family Test (FFT)

All patients are invited to complete the NHS Friends and Family Test (FFT)

survey. Data was difficult to collect with the new EPR system.

98% of patients recommend Blakelands to friends and family for treatment.

94% of staff would recommend Blakelands to friends and family for treatment.

‘You said We did’

‘You said We did’ was introduced by the local MK Clinical Commissioning Group

giving another dimension for patients to contribute to improving the quality of

treatment and care at Blakelands. The feedback is received as a ‘Hot Alert’

containing feedback on certain questions. These can be seen in Figures 5 and 6.

Figure 4 January 2019

Figure 5 March 2019

NHS Choices

Patients may leave reviews on the NHS Choices web site for Blakelands. The

reviews are looked at and replied too as required. The rating is at 5 stars for

Blakelands. This can be seen in Figure 6.

https://www.nhs.uk/Services/hospitals/ReviewsAndRatings/DefaultView.aspx?id=318 (accessed 13/04/2019).

https://www.nhs.uk/Services/hospitals/ReviewsAndRatings/DefaultView.aspx?id=318


Figure 6 NHS Choices

Compliments

Compliments received verbally or written are recorded on the hospital reporting

system. Staff are fed back the information individually or as a group. For

2018/2019 there were 14 recorded but many cards of thanks received.

Staff Engagement Survey

The Staff Engagement Survey gives a good cross sectional view of the

effectiveness of services within the hospital. The survey was last conducted in

2018.

Steps have been made to improve the visibility of the Corporate team, assure

staff that changes will be made, there is adequate support and involvement by

staff in hospital changes and salaries are reviewed.

Complaints

All complaints continue to be managed in line with the organisations policy. The

lessons learnt from these events are communicated and shared with all

colleagues to improve our services. There were 21 for 2018/2019. There were

strong themes identified for 2018/2019 complaints but the following changes of

practice were implemented:

Patients are given how to manage pain medication, procedure and Out of Hours contact number on discharge.

Consultants were written to to ensure they were empathetic to the patients’ needs and they were given a choice of having sedation or not.

Procedure leaflets and hand hygiene leaflets are sent out to all patients attending hospital for a consultation.

E-discharge letters are sent electronically to the GP on discharge and a copy given to the patient.


Public Health

Risky behaviours for Alcohol and Tobacco

The CQUIN for 2018/2019 is based around risky behaviours and was fully

achieved. Patients are screened for alcohol and tobacco consumption and are

offered basic advice or referral to a specialist for further help.

Domain: Are we Well-Led?

This domain ensures the leadership; management and governance of the

organisation make sure it's providing high-quality care that's based around

individual needs, that it encourages learning and innovation, and that it promotes

an open and fair culture.

The Senior Leadership Team (SLT) focused on providing clear guidance and

leadership with an open door policy. Staff continue to be encouraged to share

ideas and concerns. There is always a senior person on duty to support staff and

be a resource if there any issues.

Risk assessment and Incident reporting

The Senior Team focus on improving the hospital and departmental risk registers

with training of staff in the system. A non-blame culture is encouraged. Staff have

been empowered to report any incidents and receive feedback on the outcome.

Risk registers are discussed at each forum.

There are very tight controls on ensuring an incident is investigated correctly,

analysed and a separate report produced. This is shared with the local CCG and

lessons learnt implemented with staff and put into practice. All evidence is

uploaded on to the Riskman for reference.

Incidents are reviewed for trends analysed following the following model: Actions

(A), change of practice (C), ongoing monitoring (M), Quality assurance (Q) and

Lesson learnt recorded below

Below are two examples of themes which were identified:


1. Behaviours

2. Administration/ Medical Records

CI 1. Consultants being late for theatre lists due to being stuck in traffic or not leaving other sites in time. 2. Theatre times were different times to the pre-operative patient times for the procedures to start. 3. Consultant was shouting at team in front of patients as the original consent forms were not in the medical records but were uploaded on to the EPR. The original consent form is required to do the surgery.

A 1. Consultants are reminded to arrive on time for their lists. The team are aware that traffic can be a problem on the M1. 2. Theatre procedure times are not changed without following the correct process. Theatre manager has reiterated the procedure times are not changed unless the correct procedure is followed. The List Safety Officer has the final say so. 3. Consultant was asked to stop shouting. Consultant was very worked up and eventually calmed down.

CoP Staff are empowered to use the C.O.D.E so issues around the theatre lists can be discussed.

M 1. Monitor start times of lists. 2. Monitor patient complaints. 3. Monitor staff feedback and consultants behaviour.

QA Reduced number of Riskman reports

LL Traffic on the M1 is unpredictable. Patients need to be kept informed on what is happening with theatre times and associated issues. Poor behaviour is not tolerated.

CI 1. Original documents required for surgery not being put in the medical notes ready for surgery. 2. Incorrect patient referral 3. Patient was not booked in as ‘Arrived’ on EPR. Consultant thought patient was a ‘Did not arrive’. Eventually seen by consultant when patient informed Reception after 2 hours waiting. 4. To many colonoscopies were booked on theatre list- list finished late and team complained of being very tired.

A 1. Discussed with Admin Manager and Med recs assistant – process to being followed and back log of filing found in cabinet of department. Nurses completing preop calls check that original documents are in notes. 2. Correct referral was found and patient was seen by surgeon. 3. New receptionists reminded where to book patient in on arrival for appointment EPR. Staff and surgeon also reminded to physically come to waiting area and callout patient name when appointment due. 4. Surgeon reminded that set JAG points are used for booking sessions. Bookings team reminded to follow JAG points Matrix.

CoP Extra Med Rec staff supplied during the week to follow scanning and audit processes. Staff and consultants physically call out for patent in waiting area when appointment due. JAG points Matrix used for booking all Endoscopy sessions.

M Monitor consultant behaviour. Monitor JAG points at weekly Theatre planning meeting

QA No more complaints or Riskman reports

LL Time must be given to allow new processes to be embedded.


2.1.2 Clinical Priorities for 2019/20 (looking forward)

Patient safety, Clinical Effectiveness and Patient experience will be the focus for

staff 2019/2020. Each domain

Patient Safety

Speak up for Safety

Speak up for Safety Campaign will continue until it is embedded in every day

culture. It is important that staff can have a voice for safety and patients. Those

who do not wish to comply with the Safety Code will be monitored and a

recognised colleague will be available to encourage them to follow the code.

Ramsay Values

The values will be the basis for all staff to follow. There will be Customer care

training to ensure all Ramsay staff act in an appropriate manner towards patients,

each other and other people. Personal Development reviews (appraisals) will be

based on the Ramsay Values, business objectives and patient/public feedback.

The aim is to reduce complaints and improve our services to provide the best

patient journey. The aim will be to have 100% of staff appraised.

Venous Thromboembolism

2018 has seen the introduction of new National Institute for Health and Clinical

Excellence (NICE) guidelines on Venous Thromboembolism (VTE).

We are committed to reviewing our current practices, engaging with our

Clinicians, and undertaking training and developing our practice to achieve 0%

avoidable post-operative VTE incidents.

Infection Control Practices

There will be ongoing emphasis on the new NHS Standard infection control

precautions: national hand hygiene and personal protective equipment policy

(March 2019). This will be implemented through every day training, audit and face

to face practical sessions.

Link: https://improvement.nhs.uk/resources/national-hand-hygiene-and-personal-protective-equipment-

policy/

https://improvement.nhs.uk/resources/national-hand-hygiene-and-personal-protective-equipment-policy/

https://improvement.nhs.uk/resources/national-hand-hygiene-and-personal-protective-equipment-policy/


Aseptic Non-touch technique (ANTT)

The Aseptic Non Touch Technique (ANTT®) is the standard intravenous

technique used for managing all venous access devices (VADs) and for wound

management (Rowley et al 2010, Loveday et al 2014) and is the de facto

standard aseptic technique in the UK (Rowley and Clare 2011).

Poor standards of aseptic technique are a fundamental cause of healthcare

acquired infections (Department of Health 2003). The main focus of ANTT® is to

minimise the introduction of micro-organisms, which may occur during

preparation, administration and delivery of IV therapy and wound management. In

order to further reduce the potential for contamination, the technique follows

some fundamental rules pertaining to infection control and staff/patient protection

such as effective handwashing, the wearing of non-sterile gloves, the principles of

key parts/sites and the use of alcohol-based solutions for decontamination with

adequate cleaning and natural evaporation of the alcohol.

Blakelands Hospital staff will be updated in the ANTT principles and will work

towards accreditation awards of Bronze, Silver and Gold (ANTT®).

The introduction of this system will further increase patient safety and promote

good wound management.

Quality Governance and Clinical Effectiveness with Practice development

Good Governance is key to patient quality and safety. As part of our continuous

drive to improve our services we are reviewing our Governance processes to

ensure the necessary values, behaviours, structures and processes are

embedded at all levels to enable the Blakelands Hospital to ensure quality, safe

patient care for all its service users.

Areas of focus include:

Developing a culture of safety

Develop staff to follow the Ramsay values and adopt a better team approach

Ensuring required standards are achieved

Investigating and taking action on sub-standard performance

Planning and deriving continuous improvements

Identifying, sharing and ensuring delivery of best practice

https://www.gosh.nhs.uk/health-professionals/clinical-guidelines/aseptic-non-touch-technique-antt-intravenous-therapy#References




In the coming year Blakelands Hospital will be improving its clinical governance

framework by sharing services with Woodlands Hospital. This will ensure our

clinical teams are committed to using the best evidence practice.

This will be achieved by having a forum that allows new guidance, procedures,

audit reviews, change of practice, complaints and lessons learnt to be reviewed,

fed back to staff and improve overall care and increase staff skills for patient

safety.


2.2 Mandatory Statements

The following section contains the mandatory statements common to all Quality

Accounts as required by the regulations set out by the Department of Health.

2.2.1 Review of Services

During 2018/19 the Blakelands Hospital provided and/or subcontracted 6 NHS

services.

The Blakelands Hospital has reviewed all the data available to them on the quality

of care in 6 of these NHS services.

The income generated by the NHS services reviewed in 1 April 2018 to 31st

March 2019 represents 98% per cent of the total income generated from the

provision of NHS services by the Blakelands Hospital for 1 April 2018 to 31st

March 2019

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

managers together with Corporate Senior Managers and Directors. 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 2018/19, the indicators on the scorecard which affect patient

safety and quality were:

Human Resources

Staff Cost % Net Revenue – 22.6%

HCA Hours as % of Total Nursing – 25.63%

Agency Cost as % of Total Staff Cost – 5.93%

Ward Hours PPD – N/A

% Staff Turnover – 12.4%

% Sickness – 3.83%

% Lost Time – 13.12%


Appraisal – 85%

Mandatory Training – 86%

Staff Satisfaction Score – 85%

Number of Significant Staff Injuries- 2

Patient

Formal Complaints per 1000 HPD's – 21/5597 = rate of 0.0037

Patient Satisfaction Score – 98%

Significant Clinical Events per 1000 Admissions – 2/5527 = rate of 0.00036

Readmission per 1000 Admissions – 3/5597 = rate of 0.0005

Quality

Workplace Health & Safety Score – 90 %( Source: Local H& S Report 2018)

Infection Control Audit Score – 99% (Source: Local IPC audit)

Consultant Satisfaction Score – 89.3% (Source: Qa Research)

2.2.2 Participation in clinical audit

During 1 April 2018 to 31st March 2019 Blakelands Hospital participated in only 2

national clinical audits and national confidential enquiries which it was eligible to

participate in.

1. Elective surgery (National PROMs Programme) – Blakelands participated in

the collection of inguinal hernias data until this was stopped 30/09/2018. A total of

27 patient surveys were submitted which is a low number to contribute to findings

significantly.

Blakelands has participated in the collection of carpel tunnel data since February

2019. A total of 20 patient surveys have been submitted which is a low number to

contribute to findings significantly.

PROMS will be discussed in more detail in part 3 of the Quality Account.

2. National Diabetes Audit – Adults only – Blakelands participated in this audit.

Most of the audit was not applicable as only Day case surgery is performed.


Most of the audits on the National Audit Register were not undertaken by

Blakelands Hospital as the facility is too small, does not have overnight facilities

or does not undertake the particular specialty.

In 2019/2020 Blakelands hopes to partake in the following audits:

Project Name Provider Organisation

National Diabetes Audit – Adults 1, 2, 3

NHS Digital

National Ophthalmology Audit (NOD) 1, 2

Royal College of Ophthalmologists (RCOphth)

Perioperative Quality Improvement Programme (PQIP) Royal College of Anaesthetist

Local Audits

The reports of 51 Corporate Audits and 9 local audits from 1 April 2018 to 31st

March 2019 were reviewed by the Clinical Governance Committee and

Blakelands Hospital intends to take the following actions to improve the quality of

healthcare provided. The clinical audit schedule can be found in Appendix 2.

Below are examples of audits and actions completed.

Prescribing and Medicines Management – overall compliance 86% - action

taken included the recording of temperatures where medicines are stored. A

responsible person is allocated daily to complete this task.

Theatre Audit – overall compliance 96%- action taken to ensure standards are

achieved by:

Swabs, atraumatic needles, blades and other supplementary items are checked, counted and recorded on the wipe board and in the patient’s documentation at prior to the procedure starting, at closure of the cavity and at skin closure.

Training Scenarios have taken place for Major haemorrhage, cardiac arrest, and difficult intubation.

Changing Room facilities are to be reviewed and lockers provided for all staff.

Staff adheres to uniform policy.


Medical Records Audit – overall compliance 88% - actions taken are:

Consultants are reminded that consent forms are to be completed fully.

The handover checklist in the patient’s journey is completed between recovery and discharge nurses.

The New Early Warning process is recorded.

2.2.3 Participation in Research

There were no patients recruited during 2018/19 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

A proportion of Blakelands Hospital income from 1 April 2018 to 31st March 2019

was conditional on achieving quality improvement and innovation goals agreed.

Blakelands Hospital and any person or body that entered into a contract,

agreement or arrangement for the provision of NHS services, through the

Commissioning for Quality and Innovation payment framework.

CQUIN

The CQUIN Risky behaviours – Alcohol and tobacco were followed for this

period. This involved staff asking patients their alcohol or tobacco use

behaviours. Patients were offered basic advice or referred to a specialist unit to

help control or stop the risky behaviours. This was achieved 100%.

2.2.5 Statements from the Care Quality Commission (CQC)

Blakelands is required to register with the Care Quality Commission and its

current registration status on 31st March 2019 is registered without

conditions/registered with conditions.

Blakelands Hospital has not participated in any special reviews or investigations

by the CQC during the reporting period.


2.2.6 Data Quality

Statement on relevance of Data Quality and your actions to improve your

Data Quality

Quality data provided an evidence base for improvement to the patient

experience and services provided by Blakelands Hospital. Action taken to monitor

the quality data are:

Participation in the national, corporate and local audits to maintain standards

Compliance with the CQC 5 safety domains of Safety, Effectiveness, Well-led, Response to people’s needs and caring.

Listening to our patients, clients and staff.

Ensuring our team is skilled and trained appropriately

Following Ramsay Values

NHS Number and General Medical Practice Code Validity

The Ramsay Group submitted records during 2018/19 to the Secondary Users

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:

100.00% for admitted patient care;

100.00% for outpatient care; and

Accident and emergency care N/A (as not undertaken at Ramsay hospitals).

The General Medical Practice Code:

100.00% for admitted patient care;

99.90% for outpatient care; and

Accident and emergency care N/A (as not undertaken at Ramsay hospitals).


Data Security & Protection Toolkit attainment level

Ramsay Group DSP Assessment Report overall for 2018/9 was 83% and was graded as ‘Standards Met’. A score is no longer assigned.

This information is publicly available on the DSP website at:

https://www.dsptoolkit.nhs.uk/

Clinical coding error rate

Blakelands Hospital was not subject to the Payment by Results clinical coding

audit during 2018/19 by the Audit Commission.

Blakelands Hospital has not undertaken a Clinical Coding Audit in this period.

https://www.dsptoolkit.nhs.uk/


2.2.7 Stakeholders views on 2018/19 Quality Account

Stakeholder Comments can be obtained via the Hospital Director


Part 3: Review of quality performance 2018/2019

Statements of quality delivery

Shirley Bishop Head of Clinical Services

(Matron)

Review of quality performance 1st April 2018 - 31st March 2019

Introduction

Statement from Vivienne Heckford

“This publication marks the ninth successive year since the first edition of Ramsay Quality

Accounts. Through each year, month on month, we analyse our performance on many levels, we

reflect on the valuable feedback we receive from our patients about the outcomes of their

treatment and also reflect on professional assessments and opinions received from our doctors,

our clinical staff, regulators and commissioners. We listen where concerns or suggestions have

been raised and, in this account, we have set out our track record as well as our plan for more

improvements in the coming year. This is a discipline we vigorously support, always driving this

cycle of continuous improvement in our hospitals and addressing public concern about standards

in healthcare, be these about our commitments to providing compassionate patient care,

assurance about patient privacy and dignity, hospital safety and good outcomes of treatment. We

believe in being open, transparent and honest where outcomes and experience fail to meet

patient expectation so we take action, learn, improve and implement the change and deliver great

care and optimum experience for our patients.”

Vivienne Heckford

Director of Clinical Services


Ramsay Clinical Governance Framework 2019

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 methods • Poor performance • Risk avoidance • Coherence

Ramsay Health Care Clinical Governance Framework


National 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 NHS Commissioning Board Special

Health Authority.

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.

3.1 The Core Quality Account indicators

Some of the indicators represented are explained in the below:

Patient Reported Outcome Measures (PROMS)

Commonly known as PROMs these are questionnaires that ask patient’s about

their health before and after operation. They help to measure the results or

outcomes of the operations for the patient’s point of view.

The Ramsay PROMS are presented in a tabulation form and figure 7 shows how

to interpret the results.

Figure 7 an annotated example of a PROMS table


1. & 2. Preventing People from dying prematurely and enhancing quality of

life for people with long-term conditions

Prescribed Information Related NHS Outcomes Framework Domain

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to— (a) the value and banding of the summary hospital-level mortality indicator (“SHMI”) for the trust for the reporting period; and (b) The percentage of patient deaths with palliative care coded at either diagnosis or specialty level for the trust for the reporting period. *The palliative care indicator is a contextual indicator.

1: Preventing People from dying prematurely 2: Enhancing quality of life for people with long-term conditions

Blakelands Hospital does not have any inpatient facilities and does not measure this outcome. There have been no mortalities at Blakelands over the last year 3. Helping People to recover from episodes of ill health or following injury

3.1 Groin hernia surgery

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the trust’s patient reported outcome measures scores for— (i) groin hernia surgery, (ii) varicose vein surgery, (iii) hip replacement surgery, and (iv) knee replacement surgery, during the reporting period.

3: Helping people to recover from episodes of ill health or following injury

The Blakelands Hospital was collecting data for the groin hernia surgery only but this stopped in September 2018. The data collected was considered to be low in numbers to be considered. 3.2 Readmissions, Reoperations and Return to theatres

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the percentage of patients aged 18 and above.

3: Helping people to recover from episodes of ill health or following injury


(i) 0 to 14; and (ii) 15 or over, Readmitted to a hospital which forms part of the trust within 28 days of being discharged from a hospital which forms part of the trust during the reporting period.

Blakelands Hospital continues to work hard to learn from readmissions to reduce

the prevalence and ensure that discharges are based on holistic assessment for

adults 18 years and over.

Patients are not necessarily readmitted to Blakelands Hospital but to a local NHS

facility if they have been advised to go to Accident and Emergency when

Blakelands is closed. When notified, these re-admissions are recorded on our

internal incident system to understand trends and themes. There has been an

increase in re-admissions; however, the activity at the facility has doubled in

comparison to the prior years. This is an area the hospital continues to

understand to link the care of patients treated at Blakelands and any ongoing

care they may receive elsewhere within the system. Understanding this in

greater detail will allow Blakelands Hospital and its team greater insight into its

patient outcomes.

The Blakelands Hospital has taken the following actions to avoid future

readmissions, re-operations and transfers out. A patient may be readmitted for a

number of reasons for example, an infected wound or a previous failed

endoscopy procedure. When this occurs the patient is reassessed and readmitted

for the appropriate treatment (this may include re-operation). When this type of

event occurs the following investigation process is followed:

The event is recorded on the reporting system Riskman.

Statements are gathered from stakeholders involved

A root cause analysis (RCA) is completed if appropriate.

The questions are asked why the event occurred.


Figure 8 Incident Model

Figure 8 shows the processes of how the event is reviewed and lessons learnt

from it are shared. When such an event has several lessons learnt it is shared

with the wider hospital team via a Lunch and Learn Session. Any staff can attend

and this is a good forum to improve practice and knowledge for staff.

The patient is often invited to an Open and Honest or Duty of Candour meeting.

These meeting have been very useful and the patient‘s own experience has often

changed a process or improved the quality of the patient journey. For example

staff can realise that a basic kindness or general manners can make the patient

feel at ease during a stressful journey.

These meetings also allow the patients and staff closure on the event as well as

providing a platform for apologising. Apologising does not necessarily mean an

admission of wrong doing.

With the patient’s permission the findings are shared with the Milton Keynes CCG

Health Economy Wide Forum or the relevant CCG. Healthwatch are represented

here and the lessons learnt are distributed throughout the local healthcare

community.


0.00%

0.02%

0.04%

0.06%

0.08%

0.10%

0.12%

0.14%

0.16%

0.18%

16/17 17/18 18/19

Readmissions

Blakelands Hospital

Figure 9 Readmissions per 100 discharge days

Figure 10 Number of readmissions

0

1

2

3

4

5

6

7

8

9

16/17 17/18 18/19

Readmissions

Blakelands Hospital


Figure 11 Number of transfer out to another Healthcare facility

Figure 12 Percentage of transfers out per 100 discharges

Blakelands Hospital is open from Monday to Friday 08:00am to 20:00am and

alternate Saturdays at present. When the hospital is closed patients can call an

out of hours advice line and speak to a qualified member of staff. Depending on

what the issue is, for example a painful lower leg may indicate a blood clot

forming so they are advised to go to Accident and Emergency as a matter of

medical urgency.

The majority of patients were transferred because the hospital did not provide

specialist treatment, required observation overnight or there was complication of

0

2

4

6

8

10

12

14

16/17 17/18 18/19

Transfers

Blakelands Hospital

0.00%

0.05%

0.10%

0.15%

0.20%

0.25%

16/17 17/18 18/19

Transfers

Blakelands Hospital


the surgery e.g. patient reacted to anaesthetic or had a suspected stroke. The

activity of the hospital has increased significantly over the last 12 months.

Patients are closely triaged /assessed before admission to Blakelands and if they

are high risk they are referred back to the main hospital trust.

The hospital has a Service Level Agreement with the Milton Keynes University

Hospital for the transfer of patient that may require further treatment such as

monitoring overnight or critical care. If this requirement is required the consultant

contacts the MKUH and speaks to an equivalent doctor to hand over any medical

details. The patient is transferred to A&E with the consultants and the relatives

are informed. Any unusual incident is reported to the CCG or the Care Quality

Commission.

The clinical team follow up with a phone call the next day to have an update on

the patient’s welfare.

4.0 Ensuring that people have a positive experience of care

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the trust’s responsiveness to the personal needs of its patients during the reporting period.

4: Ensuring that people have a positive experience of care

This data is no longer being collected.

4.1 Friends and Family

Friends and Family Test - Question Number 12d – Staff – The data made available by National Health Service Trust or NHS Foundation Trust by NHS Digital ‘If a friend or relative needed treatment I would be happy with the standard of care provided by this organisation' for each acute & acute specialist trust who took part in the staff survey.

4: Ensuring that people have a positive experience of care

Figure 13 Friends and Family rate

The Blakelands hospital considers that this data is as described for the following reasons that clients and staff were happy to recommend Blakelands to a friend or

F&F Test: Oct Period

Jan-19 Several 100% RJR 71.0% Eng 96.0% Jan-19 NVC31 98.3%

Feb-19 Several 100% NVC12 70.0% Eng 96.0% Feb-19 NVC31 100.0%

Best Worst Average Blakelands


relative because it is a day-care facility, reduced waiting times for treatment and minimal time taken to complete treatment safely. The Blakelands hospital has taken the following actions to improve this 99.3% and so the quality of its services, by:

Staff being trained in the Ramsay Values

Staff providing more support and explanations to patients how to care for themselves on discharge.

Staff using the Speak up for Safety as strong advocates for the patients.

Involving the Patient Participation Group

Staff providing detailed explanations on medication management and discharge advice

4.2 Accident and Emergency

Friends and Family Test – Patient. The data made available by National Health Service Trust or NHS Foundation Trust by NHS Digital for all acute providers of adult NHS funded care, covering services for inpatients and patients discharged from Accident and Emergency (types 1 and 2)

4: Ensuring that people have a positive experience of care This indicator is not a statutory requirement.

The Blakelands Hospital does not have an Accident and Emergency department. 5. Treating and caring for people in a safe environment and protecting them from avoidable harm. 5.1 Venous thromboembolism

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the percentage of patients who were admitted to hospital and who were risk assessed for venous thromboembolism during the reporting period.

5: Treating and caring for people in a safe environment and protecting them from avoidable harm

Figure 14 VTE compliance

The Blakelands Hospital considers that this data is as described for the following reasons, patients are assessed for VTE on admission for any surgery, a history of Deep vein thrombosis or are being treated for VTE prevention.

VTE Assessment: Period Period

17/18 Q4 Several 100% NT490 0.0% Eng 95.2% 17/18 Q4 NVC31 70.0%

18/19 Q3 Several 100% NVC0M 14.7% Eng 95.7% 18/19 Q3 NVC31 97.5%



The Blakelands Hospital has taken the following actions to improve this percentage and so the quality of its services, by:

NICE VTE guidance was reissued to all consultants.

Clinical staff ensures VTE assessment form/EPR is completed

Clinical staff ensures prophylactic medication is prescribed by consultant prior to discharging a patient home.

Clinical staff ensure all patients are marked on the electronic patient record as assessed

5.2 C difficile

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the rate per 100,000 bed days of cases of C difficile infection reported within the trust amongst patients aged 2 or over during the reporting period.


C. Diff rate: Period Best Worst Average

Period Blakelands

per 100,000 2016/17 Several 0 Q71 82.6 Eg 13.2 2017/18 NVC31 0.0

bed days 2017/18 Several 0 Q71 91.0 Eg 13.7 2018/19 NVC31 0.0 Figure 15 C difficile PROMs

There were no recorded incidents of C difficile at Blakelands Hospital.

5.3 Patient Safety Incidents

The data made available to the National Health Service trust or NHS foundation trust by NHS Digital with regard to the number and, where available, rate of patient safety incidents reported within the trust during the reporting period, and the number and percentage of such patient safety incidents that resulted in severe harm or death


Figure 16 Serious incidents

SUIs: Period Period

(Severity 1 only) Apr17 - Sep17 Several 0 RJW 0.64 Eng 0.15 2017/18 NVC31 0.00

Oct17 - Mar18 Several 0 RWD 0.55 Eng 0.15 2018/19 NVC31 0.00



The Blakelands Hospital considers that this data is as described for the following reasons, only one serious incident was reported. This was related to one patient having a perforation of bowel post colonoscopy. The Blakelands Hospital has the following actions to improve this rate, and so the quality of its services, by:

Reviewing all incidents

Shared learning with team and MKCCG.

Individual risk assessment for pre-procedure.

There was one ‘Near Miss’ incident where a patient was anaesthetised without

being properly consented. The surgeon had left the theatre area and had not yet

consented, explained the procedure to the patient or marked the area for surgery.

The clinical team assumed it had been done and did not follow the correct

checking process. The consultant returned to theatres to consent the patient and

was shocked to find the patient in theatres already anaesthetised. The patient

was then woken up and rebooked to have the procedure the next day.

The following actions were taken:

Patient was very disappointed so apology given.

Open and Honest explanation was given at the time.

Review of the incident by Root cause analysis

Staff involved were given clinical supervision on the correct checking process

Consultant Anaesthetist was made aware of the correct procedure.

Patient complained so a letter of apology was given and the actions taken.

Lessons learnt were shared at the lunch and learn sessions.

3.2 Patient safety

We are a progressive hospital and focussed 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 graphs below.

3.2.1 Infection prevention and control

Blakelands 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. Blakelands Hospital does

not do any orthopaedic joint surgery.

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:

Hand Hygiene

Infection and prevention control is a priority and work continues towards no

incidents of unavoidable infection. The hand hygiene audits performed monthly

staff achieved 100%. It was identified from an audit patients should have access

to washing their hands so they are offered to wash hand in the bathroom or the

alternative of using hand wipes. Staff continue to use the World Health

Organisation (WHO) 5 Moments as seen in figure 4.

Staff undergo annual skin surveillance

and hand hygiene updates. The

compliance is 96% for staff.

Figure 17 WHO 5 Moments of Hand Hygiene Standard Figure 18 WHO 5 Moments of Hand Hygiene Standard


Infection Rates

Figure 19 Hospital acquired infection rates

Figure 20 Number of HAIs per 100 discharges

As can be seen in the above graphs our infection control rate has stayed the same over the last year. To reduce the infection rate in the incoming year the following actions have been done:

Review of the surgical site care bundle

ANTT standard training

Follow up of post-op wounds within 48 hours of surgery


3.2.2 Cleanliness and hospital hygiene

House Keeping and Environment

House Keeping Services were contracted out to an external company. This was

due to recruitment of housekeeping staff which proved impossible. The move

allowed us to review our requirements to cover weekend cleaning and early

mornings as the hospital has got busier.

Assessments of safe healthcare environments also include Patient-Led Assessments of the Care Environment (PLACE) PLACE assessments occur annually at BLAKELANDS Hospital, providing us with a patient’s eye view of the buildings, facilities and food we offer, giving us a clear picture of how the people who use our hospital see it and how it can be improved. The main purpose of a PLACE assessment is to get the patient view.

Figure 21 PLACE Audit 2018


The above scores were reviewed and actions taken:

Topic National Score

Blakelands Score Actions taken

Privacy , Dignity and Well being

84% 62% Hospital purpose built so male and females cannot mix.

Sat separately

Recovered in allocated Male and Female bays.

Dementia 78% 72% Toilet painted blue to distinguish furnishings

Floors to be replaced as to shiny as part of future refurbishment

Disability 94% 78% Ensure hoist is in place

All patients reviewed for disability requirements

Figure 22 PLACE score and actions

The PLACE audit completed shows that Blakelands scores below the National

average for Privacy, Dignity and Wellbeing, Dementia, and Disability. The audit

tool itself does not allow accurate recording of data for some questions as not

applicable.

Access – are there small seating areas for people to rest along the corridor and

are there hand rails in the corridor? These two questions are not applicable as the

hospital is a very small Surgical Day unit that was purpose built 12 years ago.

The corridors are very small and these requirements cannot be accommodated.

The hospital also does not have a lift as it is built all on one level for the patients

and staff.

Privacy, Dignity and Wellbeing- as the hospital is purpose built the original

design does not provide designated areas for family to visit patients. Patients do

not stay in the hospital any longer than 4 hours. Family and friends are asked to

wait in main reception unless there is a specific need.

Catering -there are no catering facilities except beverages and biscuits on site for

patients and relatives/friends.

Changing facilities - patients are provided with separate changing facilities and

dressing gowns, gowns, safety foot socks and dignity pants if required.

Accommodation - there is no ward as such but pods are provided so male and

females are not sharing. There are two recovery bays one for male and one for

female.


Treatment Room - as there is no ward all dressings are done in the Outpatient

department. Minor procedures are completed in the Theatres under controlled

conditions.

Entertainment/Social area – there is no television access in the Clinical areas but

there is radio in the main reception. The only social area is Main Reception.

Dementia – each patient is risk assessed to see if Blakelands is a suitable place

to be treated. Patients with dementia can be treated here if the family/friend is in

possession of a Certificate of Power for Health and Wellbeing.

Floors throughout the hospital are wood effect and are very shiny. This can be

confusing to a patient with dementia so floors will be replaced slowly when the

hospital is refurbished.

Toilet doors are not specially painted but signage is to be reviewed to be

dementia friendly.

Door exits and general signage will be reviewed and changes made with

Dementia and disability patients in mind. For example, clear signs for the way out.

Disability - The hospital does have facilities for the Disability clients. There are 4

disabled toilets with furnishings to assist with mobility. The clinical areas all have

height adjustable trollies, transfer boards, standing up and turn equipment and a

hoist. Staff are trained in manual handling techniques. All patients with a disability

are eligible to come for treatment. However, all patients are individually risk

assessed to see if Blakelands is a suitable safe environment. The hospital

provides wheelchair access. Wheelchairs are available on site.

3.2.3 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 Accidents per 1000

Admissions 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 Hospital Director which

ensures we keep up to date with all safety issues.


The risk register for Blakelands has been reviewed with the expertise of our

Health, Safety and Risk Officer. The register is segmented based on the level of

risk and maintained by each department with the Risk Officer providing advice

and review of the register as a whole. The ongoing risk assessments are

reviewed as part of the Health and Safety Committee agenda.

All processes in the hospital are based on a risk assessment approach. The

Ramsay top risks are recorded on a system called Riskman. Local risks are

recorded on hospital and departmental risk registers. Staff are encouraged to use

the risk registers and all relevant risk assessments are kept in all departments.

The top 2 risk for the hospital are:

LR 031 – TSSU equipment is over 10 years old

Actions: Good maintenance programme in place until future of service is finalised.

LR 058 - Non-compliance to the new Falsified Medicines Directive and

corporate policy CMM012 as of the 9th February 2019.

Actions: At present staff cannot decommission drugs from the national database

because the database has not yet been complete with all drugs.

3.3 Clinical effectiveness

Blakelands Hospital has a Clinical Governance team and committee that meet

regularly through 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.

3.3.1 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.


Figure 23 Return to theatres

The overall rate of return to theatres has reduced for this period. There was only

one return to theatre in 2018-2019. This was a patient who underwent

haemorrhoid banding and had to return due to the banding causing pain. The

patient was treated successfully and then discharged home well.

Figure 23 Number of patients for reoperation

0

1

2

3

4

16/17 17/18 18/19

Reoperations

Blakelands Hospital


Figure 24 Percentage of reoperations per 100 discharges

Reoperations have significantly reduced since 2016/2017 due to tighter

admission criteria and the implementation of the NICE Day Surgery Guidelines.

The process for reviewing reoperations, readmissions and transfers can be seen

in figure 8.

3.3.2 Learning from Deaths requirements for 2018/19

There have been no mortalities at Blakelands.

3.3.3 Staff Who Speak up new for 2018/19

In its response to the Gosport Independent Panel Report, the Government

committed to legislation requiring all NHS trusts and NHS foundation trusts in

England to report annually on staff who speaks up (including whistle-blowers).

Ahead of such legislation, NHS trusts and NHS foundation trusts are asked to

provide details of ways in which staff can speak up (including how feedback is

given to those who speak up), and how they ensure staff who do speak up do not

suffer detriment. This disclosure should explain the different ways in which staff

can speak up if they have concerns over quality of care, patient safety or bullying

and harassment within the trust.

3.3.4 Priority Clinical Standards for Seven Day Hospital Services

0.00%

0.01%

0.02%

0.03%

0.04%

0.05%

0.06%

0.07%

0.08%

16/17 17/18 18/19

Reoperations

Blakelands Hospital


Providers of acute services are asked to include a statement regarding progress in implementing the priority clinical standards for seven day hospital services. This progress should be assessed as guided by the Seven Day Hospital Services Board Assurance Framework published by NHS Improvement. Further information can be found at https://improvement.nhs.uk/resources/seven-day-services

Notwithstanding the fact that the NHS Standard Contract states that the 7DS

process applies to all acute providers, it has been confirmed from the relevant

NHSE team that the Independent Sector do not need to undertake this process,

nor submit information about compliance to either your CCG or NHSE. This is on

the basis that we do not accept emergency admissions, which are the patients to

which the 7DS standards relate.

Blakelands Hospital is open Monday to Friday 08:00am to 20:00 (except Bank

holidays or more maintenance work) and alternate Saturdays 08:00 to 16:00 for

patient services. There is an Out of Hours advice line that staff and patients can

call if required.

3.4 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 fedback 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 information are fedback via the various methods below, and are regular agenda items on Local Governance Committees for discussion, trend analysis and further action where necessary. 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:

Continuous patient satisfaction feedback via a web based invitation

https://improvement.nhs.uk/resources/seven-day-services


Hot alerts received within 48hrs of a patient making a comment on their web survey

Yearly CQC patient surveys Friends and family questions asked on patient discharge ‘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

3.4.1 Patient Satisfaction Surveys

Our patient satisfaction surveys are managed by a third party company called ‘Qa Research’. This is to ensure our results are managed completely independently of the hospital so we receive a true reflection of our patient’s views.

Every patient is asked for their consent to receive an electronic survey or phone call following their discharge from the hospital. The results from the questions asked are used to influence the way the hospital seeks to improve its services. Any text comments made by patients on their survey are sent as ‘hot alerts’ to the Hospital Manager within 48hrs of receiving them so that a response can be made to the patient as soon as possible.

Figure 25 Satisfaction Scores

As can be seen in the above graph our Patient Satisfaction rate has decreased over the last year 2.7%. This has been addressed by:


Ensuring the complaints process is improved.

Face to face meetings with patients if they require

Detailed explanation of discharge requirements after a procedure.

Empowering patients on how to look after themselves better after discharge.

Empowering staff to advocate for the patients using Speak up for Safety

3.4.2 Patient Participation Group (PPG)

It is important that the hospital receives a balanced view from the all of the

services users. The PPG provides a platform for the feedback to be reviewed and

action identified and implemented. There are several ways feedback is obtained

from the patients and public as described in section 3.4. These include reviews

from NHS Choices, ‘You said and We Did’ and verbal feedback. The group meet

every quarter. The last meeting was cancelled as the patient participants did not

attend.

Examples for each feedback tool can be seen below:

1. NHS Choices for 2018-2019 Blakelands has scored a 5 Star rating with

reviews as one below. Every review is seen by the hospital director and a

response given. Not all reviews are good and the person who wrote the review is

invited to contact the Hospital Director to see where things can be improved.

Figure 24 NHS Choices example of a review


2. Verbal feedback

Both positive and negative verbal feedback is gathered. Issues are identified and

actioned.

Theme Source Issues Action Progress Person Resp

Completed

Pa

tie

nt

info

rma

tio

n

You said We did

Discharge and oral instructions not always the same after a procedure.

Review leaflets ensure staff are versed in the correct information when discharging a patient.

13/04/2019 – Ophthalmology leaflets being reviewed. Pre-op all patients receive EIDO leaflets.

HODs On going

Com

mun

ica

tio

n

Patient Qa Survey

Patient felt that they were not totally satisfied with the Doctors manner and discharge procedure( note there were only 4 patients surveyed)

1. Consultants were challenged on the behaviours. 2. Discharge procedure was reviewed and discussed at Theatres departmental meeting.

1. Complaints process followed and letters sent to patients. 2. Consultants challenged and provide a statement with reflection as appropriate.

ALL 31/01/2019

Hot Alerts Patient’s medical notes were not available be until surgeon complained on admission.

1. All medical notes are available 24 hours before hand so nurses can call patient pre-operatively. Notes are available on the day of surgery on admission.

1. Process already in place

OPD and Discharge teams

31/01/2019

Figure 25 Some examples of feedback

Patient events

Blakelands have had two successful patient events where the public can meet the

consultants. There is a speciality chosen for example Ophthalmology and the

person can book into a 10 minute consultation to get advice on their ailment. This

has proved to be popular when it has been held during an evening or a Saturday

morning. The person seen has the right to go private or obtain a referral from their

GP for treatment at Blakelands.

Training for GP practices

Blakelands Hospital has provided training for GP practice staff. The Blakelands

clinic team provides mandatory training in infection, prevention and control


strategies and Basic life support. This has been given to three practices in Milton

Keynes.

Patient Educational Classes

Over the last 12 months the Physiotherapist at Blakelands has introduced pre-

operative classes for patients having Total Knee and Total Hip joint replacements.

The patient is operated on at the Ramsay Horton Treatment Centre. There are 5

people in a class. The class covers what is expected of their hospital stay and

patients are introduced to exercises. The patient is given tools so they can self-

help and meets other patients undergoing a similar procedure. It is small support

group.

How will we know if our patient feedback actions are successful?

Feedback will continue to be gathered, analysed and actions taken. We will know

how successful we are when the percentages increase and the complaints are

fewer.

For the future the patient led perspective will be more interactive with the PPG.

There will be more opportunity for people to leave reviews on the Blakelands

Facebook page and the Blakelands website. The gathering of the feedback form

several sources will be collated via a new computer system called

‘reputation.com’.

Blakelands has also joined the local ‘Nextdoor Blakelands’ on line so we are part

of the local community. This will be new venture for 2019/2020


Appendix 1

Services covered by this quality account

Blakelands Hospital

Blakelands Hospital has day care facilities, two theatres, one of which is an endoscopy unit. The hospital opened in July 2006 and is one of ten centres across the UK where Ramsay is working in partnership with the NHS. Ramsay’s reputation is built on high standards of day case patient care in the private sector. Our aim is to combine this experience of providing quality healthcare with that of our NHS partners.

Provides Outreach services at the Orthopaedic Service at Ravenscroft Healthcare Ltd, Integrated Musculoskeletal Service, Westfield Road, Bletchley, MK2 2RA and Circle Bedfordshire MSK service, Enhanced Service Centre 3 Kimbolton Rd, Bedford, Bedfordshire, MK40 2NT Location: Blakelands Hospital, Smeaton Close, Blakelands, Milton Keynes, MK14 5HR Tel: 01908 334200 Registered Manager: Shirley Bishop [email protected] Regulated Activities – Blakelands Hospital

Services Provided Peoples Needs Met for:

Treatment of Disease, Disorder Or injury

Physiotherapy, Dermatology, Endocrinology Gastroenterology, General Surgery, Medico Legal, Ophthalmology, Orthopaedics, urology Outreach Services: Orthopaedic Service at Ravenscroft Healthcare Ltd and Circle Bedfordshire MSK service,

All adults 18 yrs and over

Surgical Procedures

Ambulatory and Day Surgery only Gastroenterology, General surgery including Laparoscopic inguinal hernia repair Ophthalmic Orthopaedics Colorectal Endoscopy Ophthalmology & YAG Laser, Podiatric surgery Urology ENT

All adults excluding: Exclusion Criteria Patient who have any of the following Blakelands will not be a suitable site for treatment: Zero tolerance to abusive or aggressive patients. No suitable support at home. . Unstable ASA 3 and above. Blood disorders (haemophilia, thalassemia). On Renal dialysis. A history of malignant hyperpyrexia/hyperthermia A psychiatric history or have severe mental health A need for ventilatory support post operatively. Any requirement for planned high dependency care. Limited mobility due to breathlessness. Poorly controlled asthma needing oral steroids or has had frequent hospital admissions with in the last three months. Patients with a BMI 40 or above will not be considered for a General anaesthetic An MI (heart attack) in the last 6 months. Stents(cardiac) inserted in the last year CVA (stroke) in the last 6 months. Angina classification 3-4 (limitations on normal activity e.g. 1 flight of stairs or angina at rest). 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

mailto:[email protected]


All patients must meet social/clinical criteria for day surgery

Diagnostic and screening

GI physiology, Imaging services, Phlebotomy, Urinary

Screening and Specimen collection

All adults 18 yrs and over


Appendix 2 – Clinical Audit Programme 2018/19.

Blakelands Hospital Local Audit Programme 2018/2019

Audit Programme v11.0 2018/19 Hospital Name: Blakelands Hospital Implemented: July 2018

Authors: S. Harvey / A. Hemming-Allen / S. Needham / N. Carre / A. McDonald For review: June 2019

Use arrow symbol to locate required audit

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

Medical Records - POA,

admission, theatre, discharge

Med Recs

88%local audit local audit local audit local audit local audit

local audit

Med Reclocal audit local audit local audit

Patient JourneyPatient

Journey 98%local audit local audit local audit local audit local audit local audit local audit local audit local audit

Ward

Ward

Operational

100%

local audit local audit local audit local audit local audit local audit local audit local audit local audit

OutpatientsOPD Med Rec

83%local audit local audit local audit local audit local audit local audit local audit local audit local audit

Outpatients

OPD

Operational

100%

local audit local audit local audit local audit local audit local audit local audit local audit local audit Green 95%*

Controlled DrugsControlled

Drugs 99%local audit local audit

Controlled

Drugs 99%local audit local audit

Controlled

drugs 97%local audit local audit

Controlled

DrugsAmber 80 - 94%

Prescribing / Medicines

Management

Medicines

Management

86%

Medicines

Manageme

nt 100%

local audit local audit local audit local audit

Medicines

Management

88%

Prescribing local audit Red

79%

and

under

Medicine Safe and SecureMeds Safe &

Secure 100%

Safe &

Secure

100%

Safe &

Secure 100%

Safe &

Secure 100%

Safe &

Secure

100%

Safe &

Secure 100%

Safe &

Secure

100%

Safe &

Secure

100%

Safe and

Secure 100%

Safe and

Secure 100%

Safe &

Secure

Safe &

Secure

*or above previous audit score if 95% or more, or same if previous score 100%

Medicine ReconciliationMed recon

100%

Med recon

100%

Med recon

100%

Med recon

100%

Med recon

100%

Med recon

100%

Med recon

100%

Med

recon

100%

Med recon

100%

Med recon

100%Med Rec Med Rec

RadiologyRadiology

Records 100%local audit local audit local audit local audit local audit local audit local audit local audit local audit

RadiologyRadiology

Obs 100%local audit local audit local audit local audit local audit local audit local audit local audit local audit

Radiology - MRI / NRRN/A N/A N/A local audit N/A local audit local audit N/A N/A local audit N/A local audit

Radiology - CT N/A local audit local audit N/A local audit local audit N/A local audit local audit N/A local audit

PhysiotherapyPhysio Med

Recs100%local audit local audit local audit local audit local audit local audit local audit local audit local audit

PhysiotherapyPhysio Ops


TSSUTSSU Ops


DecontaminationSSD Audit


Decontamination

Endoscopy

SSD Audit

100%


Theatre

Theatre

Management

96%


Theatre

Theater

Observational

95%


Infection Prevention and

Control*

Infection

Control 99%local audit local audit local audit local audit local audit local audit local audit local audit local audit

IPC - CVCCB (if applicable)

Central

Venous

Catherter N/A


IPC - Isolation (if applicable) IPC 100% local audit local audit local audit local audit local audit local audit local audit local audit local audit

Infection Prevention and

Control*

IPC

Bundles99%local audit local audit local audit local audit local audit

Hand

Hygienelocal audit local audit local audit local audit local audit

IPC - Hand Hygiene Action

Hand

Hygeine

Obs 100%

Hand

Hygeine Obs

100%

Hand

Hygeine Obs

100%

Hand

Hygeine

Obs 100%

Hand

Hygeine Obs

100%

Hand

Hygiene

Obs 100%

Hand

Hygiene

Obs100%

Hand

Hygiene Obs

100%

Hand

Hygiene

Obs 100%

Hand

Hygiene

Action

IPC - Environmental

IPC

Environment

99%


IPC - Cleaning SchedulesCleanliness

100%

Clean

SchedClean Sched

Clean

Sched

Clean

SchedClean Sched Clean Sched Clean Sched

Clean

Sched

Transfusion (if applicable) N/Alocal audit -

N/A

local audit -

N/A

local audit -

N/A

local audit -

N/Alocal audit local audit local audit local audit local audit

Transfusion (if applicable) N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Bariatric Services (if

applicable)N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Childrens Services (if

applicable)N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Traffic light score


Blakelands Hospital


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 Hospital Director

using the contact details below.

For further information please contact:

Blakelands Hospital

01908 334 200 or

https://www.blakelandshospital.co.uk/

https://www.blakelandshospital.co.uk/

Quality Account 2018/19 · 2019. 8. 12. · Quality Accounts 2018/19 Page 3 of 65 Welcome to Ramsay...

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