Barchester Independent Hospital Services Quality Account 2014

Transcription

F_BAR_7588 Barchester Healthcare’s Independent Hospital Services Quality Account May 2014 V13_Layout 1 06/10/2014 1
BARCHESTER HEALTHCARE’S
INDEPENDENT HOSPITAL SERVICES
QUALITY ACCOUNT
2014–2015
Barchester Healthcare’s Independent Hospital Services, Quality Account 2014–2015
Introduction
Barchester Healthcare is pleased to report back on the 2013 to 2014
Quality Account from our independent hospital services, and to set new
targets for 2014 to 2015. This document provides a basis for all
stakeholders involved with our hospitals to look back over and reflect
upon the quality improvements we have made over the past year, and
to plan actions for the improvements we have set ourselves going
forward into next year.
I want to ensure that Barchester delivers the very best in quality care.
Our independent hospital’s Quality Account for 2013 to 2014 was an
important contribution to positive change. Though we did not meet all
our targets we made significant progress in all areas – and we are
increasingly focused on what we need to do to achieve targets in the
future: we know where more work is needed and what kind of approach
we need to take to make sure targets are delivered upon. Much of the
value of a Quality Account is the help they offer services in measuring
progress objectively, identifying problems, thinking through and planning
new approaches. They are iterative, too, which is to say that we get
better at them as we repeat and review the processes involved over time.
Moving forward to the Quality Account for 2014 to 2015, we have
identified five areas of improvement that we believe will improve
quality within our services, based on discussions with the individuals
we support, their families and carers, our staff and other stakeholders
as well as on Department of Health guidance.
It is not always easy to involve stakeholders. Some of the people we offer
services to do not find it easy to communicate, for example. Some of the
health professionals who commission those services struggle to find the
time to be involved with the Quality Account planning process. For 2014 to
2015 one of the challenges we have set ourselves is to increase stakeholder
involvement by taking advantage of meetings with commissioners and
medical personnel to discuss Quality Accounts rather than expecting
attendance at formal Quality Review panels, though these will continue.
We are committed to open and transparent working practices, reporting
on what we do, and on where we need to improve. Quality is always
evolving, responding to changes in values, expectations and perceptions.
We are committed to measuring and reviewing our planned outcomes
regularly, to adapting them wherever necessary, and ensuring that the
service given to the individuals we support, staff and other stakeholders
is based on best practice.
2
As a result, planning for improvements on the basis of working with a
Quality Account is a useful and natural approach for our organisation.
I can confirm that the content of this report has been reviewed by the
Barchester Operations Board in June 2014 and to the best of our
knowledge the information contained in it is accurate.
I would like to take this opportunity to thank all those involved in providing
feedback, ideas or actions for our Quality Account. This includes the
individuals we support, relatives, friends, our staff and internal and external
stakeholders, particularly commissioners and visiting care professionals.
Without their input the progress we have made towards our aims and
objectives would not have been possible.
Dr Pete Calveley
Chief Executive Officer, Barchester Healthcare
Statement of Accuracy of our Quality Account
Directors of organisations providing hospital services have an obligation
under the 2009 Health Act, National Health Service (Quality Accounts)
Regulations 2010 and the National Health Service (Quality Accounts)
Amendment Regulation 2011 to prepare a Quality Account for each
financial year. Guidance has been issued by the Department of Health
setting out these legal requirements.
In that context we need to formally record that over the period covered by
the Quality Account for 2013 to 2014 Barchester Healthcare provided NHS
mental health services within its seven independent hospital sites. 100% of
the total income generated by these services was procured through Barchester
providing care and treatment to those in need on behalf of the NHS.
Monitoring and reporting progress
The Barchester Board sub-committee for Quality and Clinical
Governance Committee meets every month. It regularly reviews the
quality and risk profiles covering all service provision, including mental
health service provision.
The committee identifies any areas of care practice that need improvement.
It links with the Hospital Quality and Governance Committee to make sure
that action plans are put in place to improve service delivery and maintain
safety. The committee also reviews reports on progress and challenges to
these action plans.
As Barchester’s Director of Quality and Clinical Governance I am responsible
for its link to the sub-board Quality and Clinical Governance group. The
Hospital Quality and Governance Committee is the key body for driving
quality improvements across all our independent hospitals. Our meetings
are quarterly and there are a number of sub-work groups to the main
committee, which drive forward quality and governance projects in
between the national committee meetings.
Over the last two years we have redeveloped our hospital clinical
governance reporting metrics and Key Performance Indicators to ensure
that we are collecting relevant and accurate data that can drive practice
and quality development.
We have introduced new reporting metrics for the hospital services.
Examples include:
• risk registers for the use of physical intervention
• monitoring and reporting against the use of anti-psychotics,
and psychotropic medications.
4
We have introduced early warning systems to monitor for increases in the
use of anti-psychotic medication and increases in the use of restraint. We
review data to look for patterns that alert us to a change in patient status.
Our strategy is based on national policy initiatives, internal regulatory
compliance and Quality Account priorities. Our committee reviews and plans
its performance to meet the requirements of NHS commissioning bodies.
Plans are to some extent shaped by Commissioning for Quality and
Innovation (CQUIN) standards and its agreed priorities.
Barchester’s independent hospitals work hard to continually improve patient
experience through monthly clinical governance meetings, patient forums,
input from clinical review teams and quality improvement initiatives.
As with Barchester’s corporate clinical governance more generally, local
governance committees are made up by multi-disciplinary representatives.
Throughout 2013 to 2014 the independent hospitals ran monthly clinical
audits as part of quality checks based on our Quality Account.
We have seven independent hospitals based primarily in the north of
England. They are: Arbour Lodge in Stockport, Billingham Grange in
Billingham, Castle Care Village in Hull, Forest Hospital in Mansfield, Jasmine
Court in Waltham Abbey, Hazeldene Unit at South View in Billingham and
Windermere House in Hull.
Our hospital services are commissioned by the NHS and we work closely
with our commissioners to deliver local services for people with mental
health needs that provide a care pathway into the community. We have
collaborative partnerships with NHS mental health foundation trusts who
we, in turn, commission through a service level agreement contract for the
provision of psychiatry and other clinical services into our hospitals.
We value our shared working relationships with our partners in the NHS
and appreciate the contribution that accurate reporting through our
Quality Account makes to it, and to the quality of the services we offer.
Trish Morris-Thompson
Director of Quality and Clinical Governance
On behalf of Barchester Healthcare
5
Part One
How we performed last year (2013 to 2014)
This section of the Quality Account for Barchester's independent hospitals
reviews our performance over the last year, running from March 2013 to
March 2014 but reported on in June, following Department of Health
guidelines. Overall, we worked hard to meet the targets we set ourselves.
Comparing the 2014–2015 Quality Account to its predecessors shows
that we have met more targets, that we are better focused on the issues
and that our reporting has improved. There is still progress to be made,
however: Quality Account meetings need to become part of our routines
and to be linked informally to all meetings with commissioners and
medical staff, Quality Groups need to establish themselves as forces for
change and our reporting and monitoring must become more focused.
Nonetheless, for 2013 to 2014 our hospitals achieved their goals.
The Department of Health’s Quality Account guidance required that we
identify at least three priorities for improvement from the Department of
Health’s ‘No Health without Mental Health’ initiative. This encompasses a
list of priority areas for improvement, which for 2013 to 2014 involved
working towards:
• Good mental health
• Recovery
• Positive experience of care
• Reduction in avoidable harm
• Reduction in stigma
The hospital group also believe that goals, action planning and targets
should take account of coming legislation on the Duty of Candour and of
CQC’s ‘five questions’, which give the basis to their fundamental principles.
We used these principles as the starting point for consultations with the
people we support, relatives, staff and other stakeholders, the independent
hospitals’ Managers’ Forum and Barchester’s Mental Health Clinical
Governance Group. The consultations resulted in targets for improvement
and associated aims set out over the remainder of this section.
6
“I go out with staff all the time.
It’s the best place ever.”
Based on the Department of Health’s ‘No Health without Mental
Health’ initiative, priority 2: Recovery:
1. To develop Barchester Recovery Star models for older people
living with dementia and dementia with challenging behaviours
and for younger people with mental health needs.
To achieve this we agreed we would:
• Form a sub-committee working group
• Involve service users and carers through Quality Review Panels
• Review best practice and develop models specific to each group
• Approve models through the Hospital Clinical Governance Quality Committee
• Review the effectiveness of the new models with service users, carers
and other stakeholders through Quality Review Panels reporting back to
the Hospital Clinical Governance Quality Committee
Our targets:
• By six months we would develop outcome models for people living
with dementia with challenging behaviours and for younger people
with mental health needs
• By nine months we would pilot the outcome models
• By twelve months outcome models would be fully operational
• By twelve months we would plan review of outcome models
Did we achieve our target?
A working group was formed and work was commenced, involving
review and quality review panels, reporting to the Hospital Clinical
Governance Committee. The idea of utilising a universal electronic tool
was impractical, as the model is a poor fit for people living with
dementia; there are also licensing cost problems. Each hospital is using
established and appropriate models. It was agreed that hospitals will
work towards a research project on core elements and validation for
variants over 2014 to 2015.
This target was met.
8
Health’ initiative, priorities 3 and 4: Positive experience of care
and reduction in avoidable harm:
2. Develop risk models at all hospitals, using models currently used
in the hospital services with links to NHS Mental Health Hospital
Trusts (e.g. GRIST, FACE and TARA).
• Pilot GRIST at Windermere and Castle Care Village
• Pilot FACE at Billingham Grange and South View
• Pilot TARA at Forest Hospital and Arbour Lodge
• Pilot Sainsbury Model at Jasmine Court
• Review the effectiveness of the new models with service users
and relatives where appropriate
Our targets:
• By three months models would be piloted in hospitals as above
• By six months models would be fully operational
• By twelve months models would be reviewed with stakeholders
through Quality Review Panels
Pilot projects were carried out and appropriate models were selected
(GRIST and Sainsbury), though there are some problems with divergent
commissioning requirements for the individuals we support from
different geographical areas. All homes have risk models in place,
reviewed with service users where appropriate. It was agreed that
hospitals will look at proactively providing information to
commissioners based on improved electronic data collection rather
than simply responding to requests.
9
Health’ initiative, priority 4: Prevention of avoidable harm:
3. To accredit all methods of physical intervention.
• Apply for accreditation of General Services Association and National
Association for Psychological and Physical Intervention training
Our targets:
• Accredit General Services Association and National Association for
Psychological and Physical Intervention within three months
• Report back on accreditation to all Quality Review Panels within six months
This target was partially achieved and will be fully achieved over
2015–2015. Reporting processes will be improved over 2014 to 2015.
“I am involved in decisions regarding
my relative every step of the way.”
10
Based on the Patient Inclusion and Involvement Strategy and the
Department of Health’s ‘No Health without Mental Health’ initiative,
priority 3: Positive experience of care:
4. To develop one user-led customer satisfaction and feedback survey
that can be used universally across all hospital services, ensuring
that alternative formats exist for all methods of communication.
• Form a sub-committee working group
• Involve service users and carers through Quality Action Planning
groups and Quality Review Panels
• Develop a customer satisfaction and feedback survey
• Evolve strategies for survey use involving alternatives to speech
• Review the effectiveness of the new survey for service users, carers and
other stakeholders through Quality Review Panels reporting back to
the Hospital Clinical Governance Quality Committee
Our targets:
• By six months we would develop an agreed customer satisfaction survey
• By nine months we would pilot the satisfaction survey
• By twelve months the survey would be fully operational
A format has been approved through the agreed channels, including easyread, pictorial and audio versions. Its early version was piloted in two
hospitals. The various formats are awaiting circulation and further testing.
11
Based on the Experts by Experience initiative and the Department
of Health’s ‘No Health without Mental Health’ initiative, priorities
3 and 5: Positive experience of care and reduction in stigma:
5. Develop an Experts by Experience programme, based on real
inclusion and designed to involve Experts in business planning and
design and delivery of services, to be piloted at two hospitals.
• Establish a project group in two hospitals to deliver Experts by
Experience, involving all stakeholders through Quality Action Groups
and Quality Review Panels
• Agree and develop a series of half-day workshops on Experts by
Experience for users of services (including potential Experts), staff,
relatives and carers (including potential Experts), and managers
• Review progress with all stakeholders through Quality Review Panels
• Implement pilot Expert by Experience schemes at two hospitals
Our targets:
• By six months we would develop an Experts by Experience project
group and appropriate half-day workshops
• By nine months we would deliver the half-day workshops
• By twelve months pilot schemes would be established in two hospitals
Project groups met and work on half-day workshops begun. This target
lost momentum as the result of a number of management changes.
Progress will be reviewed and alternatives considered, including an
inter-hospital patient council.
This target was partially met.
12
Health’ initiative, priority 3: Positive experience of care:
6. Introduce a training package for staff, which will facilitate a
better understanding of personal needs, culture and diversity,
linked to the introduction of Equalities Impact Assessments for all
policies and all major service changes.
• Agree an Equalities Impact Assessment format
• Agree a training package with Barchester Business School, incorporating
training on Equalities Impact Assessments
• Review the training packages with all stakeholders through Quality
Review Panels
• Deliver the agreed training packages
• Review the effectiveness of the training packages with Quality Review Panels
Our targets:
• By three months we would develop an Equalities Impact Assessment format
• By six months we would develop and agree a diversity training package
incorporating training on Equalities Impact Assessments
• By nine months we would deliver a diversity training package
incorporating training on Equalities Impact Assessments
• By twelve months we would review and evaluate the effectiveness of
our diversity training and Equalities Impact Assessment
An Equalities Impact Assessment format was agreed and is in use for our
Quality Account. A diversity training package has been agreed and tested.
It was well received by staff in its test site and has been the subject of
presentation and review at the Hospital Clinical Governance Committee.
Roll out across all sites is planned.
13
Part Two
Identified priorities for clinical improvements in 2014–2015
1. To improve review of data and Quality Account planning for the
Hospital Quality and Clinical Governance Committee.
To achieve this we agreed that:
• All hospitals will send clinical governance data to the responsible
Regional Director two weeks prior to the Hospital Quality and Clinical
Governance Committee meeting
• The Regional Director will circulate a digest version of the data,
matching it to relevant policy and regulatory initiatives and picking
out important areas for service improvement for discussion, review and
action planning
Our targets:
• Establish a pattern of data management and digest format within six months
• Establish at least two action points for service improvements arising
from review of data and stakeholder involvement, to be actioned or
carried forward into the 2015–2016 Quality Account
• Demonstrate service improvements or change towards service
improvements within 12 months
15
Health’ initiative, priority 2: Recovery:
2. To establish a reporting framework on relevant data that involves
commissioners and drives forward recovery wherever appropriate.
• Form a sub-committee and agree a core report for commissioners on
recovery statistics and information, with explanatory narratives
where required
• Ask individual hospitals to agree additional information specific to
commissioner requirements with the sub-committee
• Individual hospitals to review information produced (with
commissioners if possible) and link to recovery-based action planning
Our targets:
• To produce an agreed core report for commissioners with ‘bolt-on’
information required by commissioners for particular hospitals within
three months
• To review recovery statistics (with commissioners if possible) and to
agree revised recovery plans for individuals who require it within
six months
• Identifying a set of outcome-based benchmarks within 12 months
“Through informed choice, individuals
can access the therapies and activities
they feel benefit them.”
16
Health’ initiative, priority 4: Reduction in avoidable harm:
3. To improve the review of data based on physical restraint,
formulating a strategy for best practice in each hospital.
• Form a sub-committee to agree new methods of recording restraint,
utilising a grading system’
• To agree methods of recording that improve clarity and transparency and
have a narrative explanatory element
• Ensure that the Regional Director is aware of training records on
restraint for all staff members at each hospital individually
• Ensure the Regional Director can review all incidents, request
multi-disciplinary meetings and increase numbers of staff with
formally accredited restraint training
Our targets:
• Agree a new method of incident recording including grading, with clarity,
transparency and relevant narrative within three months
• Ensure all serious untoward incidents (SUI)s are reviewed by the
Regional Director, beginning after three months and ongoing
• Facilitate multi-disciplinary meetings and action planning for incidents
that require it after three months and ongoing
• Increase the numbers of staff with accredited restraint training within
12 months
17
Health’ initiative, priority 4: Reduction in avoidable harm:
4. To improve screening for physical health, review and
improve well-being.
• Form a sub-committee and agree a format for physical health reviews
• Review the physical health of all the individuals we support who do not
refuse consent
• Based on physical health reviews, agree action plans for the individuals
we support to increase well-being
Our targets:
• An agreed format for physical health reviews after three months
• Have systems in place to support all individuals with regard to physical
health and to promote their well-being
“The staff are all wonderful. They show
particular love and attention and nothing
is ever too much trouble.”
18
5. To broaden the experience and training of Mental Health Act
Administrators, improving and strengthening services to and
relationships with service users.
• Review the training records of all Mental Health Act Administrators
• Agree training plans with all Mental Health Act administrators, working
towards acquiring the Certificate of Mental Health Law and Practice
• Agree ongoing supervision with all Mental Health Act Administrators
incorporating reviews of training progress
• Facilitate the formation of a group meeting for peer support for all
Mental Health Act Administrators
• Agree a resource section to be placed on the intranet for Mental Health
Act Administrators and deliver it through the peer group meeting
Our targets:
• All Mental Health Act Administrators training records reviewed after
three months and training plans agreed
• At least 70% of Mental Health Act Administrators to be awarded the
Certificate of Mental Health Law within the specified training period
• All Mental Health Act Administrators to have regular supervision
incorporating review of training progress after three months and ongoing
• At least three monthly peer group meetings to take place for Mental
Health Act Administrators, commencing after three months
• An agreed resource section to be placed on the intranet after six months
• Robustness of reporting mechanisms to be improved and discussed
with the individuals we support and at Quality Review meetings within
12 months
19
Part Three
About Barchester Healthcare – Funding, Registration,
Research, Staffing and Commissioner’s Comments
Funding: Barchester Healthcare provides services to almost 11,000 people
in over 200 service sites. Our commissioners are the individuals we
support, who fund their choices through personal budgets, private income
or resources provided by local authorities, Clinical Commissioning Groups
and the NHS Commissioning Board.
Our overall health income fluctuates on a daily basis because most of
it comes through individual nursing or continuing healthcare funding.
In developing this account we have specifically reviewed the Quality
Accounts of our seven independent hospitals, reporting back as a composite.
Their income represents approximately 3% of the total income for Barchester
generated from the provision of NHS services over 2013 to 2014.
Over the course of 2013 to 2014 we have met requirements for being an
approved provider for 'locked and unlocked' rehabilitation services for
Yorkshire and Humber strategic health authority, which included an element
of Commissioning for Quality and Innovation (CQUIN) payment1. Patients in
our hospitals are funded through individual contracts. Some commissioners
have set broad targets to be achieved in relation to CQUIN, which is now
part of the standard mental health contract.
Barchester Healthcare was not subject to the Payment by Results clinical
coding audit during 2013 to 2014.
Registration: Barchester Healthcare is licensed by Monitor, the health
service regulator with particular responsibility for patient welfare, value for
money and financial oversight.
Barchester Healthcare is required to register with the Care Quality
Commission (CQC). The range of services Barchester provides is subject to
different registration for different regulated activities. For our independent
hospitals our current registration status is in respect of: ‘Regulated Activity:
Accommodation for persons who require nursing or personal care’ and
‘Regulated Activity: Assessment or medical treatment for persons detained
under the Mental Health Act 1983’. This covers assessment and treatment
of disease, disorder or injury; diagnostic and screening procedures.
1
‘The Commissioning for Quality and Innovation (CQUIN) payment framework enables commissioners
to reward excellence by linking a proportion of providers’ income to the achievement of local quality
improvement goals.’, Department of Health website, 2008, http://www.dh.gov.uk
21
Barchester Healthcare has not participated in any special reviews or
investigations by CQC during the reporting period.
CQC have issued no warning notices of action against Barchester
Healthcare’s independent hospitals during 2013 to 2014.
Research: We are a pilot site for the 'Think Local, Act Personal' initiative.
We have participated in national audit work, though not directly connected
to delivery of mental health hospital services.
Barchester Healthcare did not submit records during 2013 to 2014 to the
Secondary Uses service for inclusion in the Hospital Episode Statistics.
Staffing: Barchester Healthcare’s excellent service quality was recognised
by our shortlisting for ‘The Health Investor Award for Best Residential Care
Provider’ in 2014.
Barchester Healthcare featured in ‘The Sunday Times Top 25 Best Big
Companies to Work For’ for 2014, the only care organisation to feature in
this list. The list is based on confidentially researched employee feedback.
“The management
and staff are
wonderful and
they have sorted
all of the
concerns I had.”
Barchester Healthcare would like to thank everyone who has
contributed to this Quality Account.
We look forward to working with all stakeholders over the coming
year to deliver the improvements to which we are committed.
22
Ensure
implementation
and evaluate
Action plan:
None
expected
Ensure
implementation
and evaluate
Action plan:
None expected
Negative
impact:
Better
monitoring
of quality,
improved
service quality
and greater
involvement
Better
monitoring
of quality,
improved
service
quality
and greater
involvement
Negative
impact:
Positive
impact:
Positive
impact:
1. To
improve
review of
data and
Quality
Account
planning for
the Hospital
Quality and
Clinical
Governance
Committee
Gender issues
Age issues
Action plan
Ensure
implementation
and evaluate
Action plan:
None expected
Negative impact:
Better monitoring of quality,
improved service quality and
greater involvement
Better monitoring
of quality,
improved service
quality and greater
involvement
Ensure implementation
and evaluate
Action plan:
None expected
Negative impact:
Positive impact:
Religious or belief issues
Positive impact:
Disability issues
and evaluate
Action plan:
None expected
Negative impact:
Better monitoring of
quality, improved service
quality and greater
involvement
Positive impact:
Sexual orientation
Ensure
implementation
with planning
for Quality
Accounts
exploring age
issues and
evaluate
Action plan:
None
expected
Ensure
implementation
with planning for
Quality Accounts
exploring gender
issues and
evaluate
Action plan:
None expected
Negative
impact:
Greater
involvement of
commissioners,
better focused
and more
outcomebased care
Greater
involvement
of commissioners, better
focused and
more
outcomebased care
Negative
impact:
Positive
impact:
Positive
impact:
2. To
establish a
reporting
framework
on relevant
data that
involves
commissioners and
drives
forward
recovery
where
appropriate
Gender issues
Age issues
Action plan
Ensure
implementation
with planning for
Quality Accounts
exploring disability
issues and evaluate
Action plan:
None expected
Action plan:
with planning for
Quality Accounts
exploring orientation
issues and evaluate
Ensure implementation with
planning for Quality Accounts
exploring religious and belief
issues and evaluate
None expected
None expected
Action plan:
Negative impact:
Negative impact:
Negative impact:
Greater involvement of
commissioners, better
focused and more
outcome-based care
Greater involvement of
commissioners, better
focused and more outcomebased care
Greater
involvement of
commissioners,
better focused and
more outcomePositive impact: care
Positive impact:
Sexual orientation
Positive impact:
Positive impact:
Disability issues
Negative
impact:
Physical
intervention
might be
inappropriate
if it does not
respect gender
issues
Negative
impact:
Physical
intervention
might be
inappropriate
if it does not
take account
of age and
disability
Ensure
physical
intervention
takes account
of age and
disability
Ensure physical
intervention
takes account of
potential gender
issues
Action plan:
Better
management
of physical
intervention
Better
management
of physical
intervention
Action plan:
Positive
impact:
Positive
impact:
3. To
improve
review of
data based
on physical
restraint,
formulating
a strategy
for reduction
and
improving
response
in each
hospital
Gender issues
Age issues
Action plan
Ensure physical
intervention takes
account of age and
disability
Action plan:
Physical
intervention might
be inappropriate if
it does not take
account of age and
disability
Ensure physical intervention
takes account of religious
issues
Action plan:
Physical intervention might be
inappropriate if it does not
take account of religious issues
Ensure physical
intervention takes
account of orientation
issues
Action plan:
Physical intervention
might be inappropriate
if it does not take
account of orientation
issues
Negative impact:
Negative impact:
Negative impact:
Better management of
physical intervention
Better management of
physical intervention
Better management
of physical
intervention
Positive impact:
Sexual orientation
Positive impact:
Positive impact:
Disability issues
Evaluate
available
options
Action plan:
Screening can
be difficult
to manage
effectively for
people living
with
dementia
None required
Action plan:
None expected
Negative
impact:
Better screening
and improved
well-being
Better
screening and
improved
well-being
Negative
impact:
Positive
impact:
Positive
impact:
4. To
improve
screening
for physical
health,
review and
improve
well-being
Gender issues
Age issues
Action plan
Evaluate available
options
Action plan:
Screening can be
difficult to manage
effectively for
people with
sensory deficits
None required
Action plan:
None expected
None required
Action plan:
None expected
Negative impact:
Negative impact:
Negative impact:
Better screening and
improved well-being
Better screening and
improved well-being
Better screening
and improved
well-being
Positive impact:
Sexual orientation
Positive impact:
Positive impact:
Disability issues
Negative
impact:
None expected
Negative
impact:
None
expected
Training must
acknowledge
dementia
issues
Training must
acknowledge
gender issues
Action plan:
Improved
services to all
service users
Improved
services to all
service users
Action plan:
Positive
impact:
Positive
impact:
5. To
broaden the
experience
and training
of Mental
Health Act
Administrators,
improving &
strengthening
services
to and
relationships
with
service
users
Gender issues
Age issues
Action plan
Positive impact:
Improved services to all
service users
Negative impact:
None expected
Action plan:
Training must acknowledge
religious and belief issues
Improved services
to all service users
Negative impact:
None expected
Action plan:
Training must
acknowledge
gender issues
Positive impact:
Disability issues
Training must
acknowledge
orientation issues
Action plan:
None expected
Negative impact:
Improved services to all
service users
Positive impact:
Sexual orientation
www.barchester
.com

Barchester Independent Hospital Services Quality Account 2014

Transcription

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