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Liverpool Heart and Chest Hospital, Thomas Drive, L14 3PE
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Our Outcomes

Liverpool Heart and Chest Hospital is an active participant along with other trusts in publishing detailed information on the safety and quality of care provided as part of the transparency agenda.

Also within this section of the website, there are a range of hospital outcomes which we consider to be important for the delivery of safe and timely care to our patients, including:

  • MRSA Bacteraemia Infection 
  • Clostridium Difficile Infection 
  • 18-weeks Referral to Treatment Waiting Times 
  • Diagnostic Waiting Times
  • Cancer Treatment Waiting Times

We are also continuing our long history of being transparent about our clinical outcomes and named consultant outcomes are also available within this section of the website.

18-weeks Referral to Treatment Waiting Times

  • Ensuring patients have the shortest waiting time possible for treatment is a key priority for the Trust and part of the NHS Constitution. The Trust continues to perform well against national measures on 18-week referral to treatment times. Performance since April 2015 is shown in the figure below.

Diagnostic Waiting Times

  • The Trust also monitors the length of time patients have to wait for diagnostic tests and aims for patients to receive their diagnostic tests within 6-weeks of referral. Performance against this measure is shown below.

Cancer Treatment Waiting Times

  • The delivery of timely treatment for cancer is also a key priority for the Trust and performance since April 2015 is shown below.

  


Transparency - Open and Honest Care 

We are one of a number of NHS organisations who want to be open and honest with our patients. This is how a modern NHS hospital should be – open and accountable to the public and patients and always driving improvements in care.

As a member of the ‘Open and honest care: driving improvement’ programme, we continue to work with patients and staff to provide open and honest care, and through implementing quality improvements, further reduce the harm that patients sometimes experience when they are in our care. We have made a commitment to publish a set of patient outcomes, patient experience and staff experience measures so that patients and the public can see how we are performing in these areas. Each month we collaborate with other care providers to share what we have learned and to use this information to identify where changes can be made to improve care. 

Find out more from our Transparency Reports and Publications.

 


Safe Staffing Levels

From April 2014, all trusts with inpatient beds, including Liverpool Heart and Chest Hospital, are required to publish information about staffing levels on each ward, together with the percentage of shifts meeting safe staffing guidelines. 

This will help patients, families and members of the public see clearly how hospitals are performing on this indicator in an easy and accessible way.

At LHCH we take the care of our patients very seriously and already have a number of mechanisms in place to ensure that our wards are safely staffed. Each month, we will publish information about our staffing levels here, to public meetings of our Board of Directors and also via the NHS Choices website

Find out more from our Safe Staffing Level Reports and Publications

 


Safety and Quality

June 2015 - Sign up to Safety Celebrates 1st Birthday

Liverpool Heart and Chest Hospital is supporting this campaign and has developed a specific dashboard in order to monitor progress with the actions identified in our Sign Up to Safety Improvement Plan. Managers and clinical staff have access to this dashboard and can share the learning gained from review of the dashboard with staff in their teams.

The Sign up to Safety campaign birthday celebrations will be discussed in the Patient Safety Group and the Patient Safety Champions will continue to support the campaign in their areas and with their teams.

At Liverpool Heart and Chest Hospital (LHCH), we have an ambition to reduce avoidable harm by 50% within three years. This is in line with the national campaign as set out by the NHS Sign up to Safety campaign. To support this ambition we believe that our priority needs to focus on strengthening our safety culture.

Our model of patient and family centred care is underpinned by safety, quality and a commitment to ensure our patients and their families receive the best in cardiothoracic healthcare.

We recognise the importance of learning from mistakes and focus on the prevention of harm and the recurrence of harm events. Learning and changing practice from such incidents is pivotal to a patient and family centred learning organisation.

Within LHCH, our approach to care recognises each patient as part of a group of families, friends and carers. Improving the quality, safety and experience of care for patients and families is a key strategic objective which is underpinned by a commitment to learn and act to prevent harm and is aligned to the National Quality Board definition of quality.   

Find out more about LHCH's commitment to Sign up to Safety. 

 


Complaints

At Liverpool Heart and Chest Hospital we always seek to learn from your experience and from the complaints that we receive. We have detailed below the numbers of complaints we receive per quarter and any learning or trends that arise. All complaints and the learning from complaints are discussed at the relevant governance committees and any learning or actions are managed through the committee.

2014/15

Quarter 1 (1 April – 30 June 2014)

We received 18 complaints, 5 of which were considered upheld and examples of learning included.

  • Reviewed administration practises including process for receiving and processing referrals 
  • Improvements to communication processes

Trends: Administration processes/communication

Quarter 2 (1 July – 30 September 2014)

We received 9 complaints, 2 of which were considered partly upheld and required some improvements to be made.

Learning included:

  • Improved communication and signage 
  • Amendments made to hospital site map

Trends: None for this period


Key:  Complaints considered Upheld or Partly Upheld means they required correction action

Quarter 3 (1 October – 31 December 2014)

We received 11 complaints, 3 of which were considered upheld and 1 partially upheld.

Learning included:

  • Improvements in consent process 
  • Improve the timeliness of internal referrals to minimise delays 
  • Increased clinic capacity to minimise delays 
  • Improved communication and record keeping

Quarter 4 (1 January 2015 – 31st March 2015)

We received 12 complaints, 3 were considered upheld.

Learning included:

  • Improvements in clinic arrangements
  • Improved communication to patients prior to admission
  • Improved process in escalation of results

 

2015/16

 

Quarter 1 (1st April 2015 - 30 June 2015)

19 complaints received -  14 were upheld/partially upheld.

Quarter 2 (1st July 2015 - 30 September 2015)

11 complaints received – 4 were upheld/partially upheld.

Quarter 3 (1st October 2015 – 31st December 2015)

17 complaints received – 11 were upheld/partially upheld

Quarter 4 (1st January 2016- 31st March 2016)

12 complaints received – 9 were upheld/partially upheld


Learning included:

Improved communication processes

Improvement in documentation and record keeping

Review and streamlined process for reporting results and processing referrals

Improvements to transfer and discharge process

 

2016/17 

Q1 1st April 2016- 30 June 2016

  • 17 Complaints received – 15 were considered upheld or partially upheld

Q2 1st July 2016- 30 September 2016

  • 19 Complaints received – 7 were considered upheld or partially upheld
  • 3 consent not received to investigate

Q3 1st October 2016 – 31st December 2016

  • 17 Complaints received - 11 were considered upheld or partially upheld

Q4 1st January 2016 – 31st March 2016

  • 12 Complaints received – 7 were considered upheld or partially upheld


Learning from Q1 and Q2 has included:

  • Improved communication processes clinical and administration
  • Improvement in documentation and record keeping
  • Review and streamlined process for reporting results and processing referrals
  • Improvements to transfer and discharge process
  • Improved administration process
  • Improvements in discharge process

Learning from Q3 and Q3 has included:

  • Improved communication and cancellation procedures for cardiac surgery
  • Improvements in discharge process & discharge medication teach back
  • Improvements in processing private patient invoicing
  • Reviewed delirium policy and written information for families
  • Reviewed & improved process for communicating radiology alerts
  • Improved process for handover from theatre to the Critical Care Unit 

All learning and action plans was discussed and managed via the appropriate governance committee.

 


Learning from Deaths

Following publication of national guidance on learning from deaths by the National Quality Board in March 2017, the Trust is required to publish its policy on how it conducts reviews of mortality and improves its care from the learning that emerges from the findings.

Our Trust has been conducting mortality reviews for a number of years, and has a well-established mortality review policy. The Trust also has a complementary organisational learning policy that demonstrates how mortality reviews, together with other feedback about patient care such as complaints, incidents, patient surveys, clinical audits etc. are used to improve care across the organisation.