Summary of the last inspection
On this page
- Background of this inspection
- General Inspection
- Medical care (including elderly care)
- critical care
- Care in the last phase of life
- Urgent and emergency services
Background of this inspection
Updated July 23, 2019
Guy's Hospital is part of Guy's and St Thomas' NHS Foundation Trust and is located near London Bridge in the Southwark area of central London. Guy's Hospital offers a range of inpatient medical and surgical services, both day and outpatient.
Guy's is a major center of choice for South London offering specialties such as; urology, orthopaedics, otorhinolaryngology and oncology services, including radiotherapy and chest and lung surgery. It has the largest dental school in Europe and has opened a dedicated cancer center since the last inspection. The hospital also operates an Accident and Emergency Department and provides community services within the local municipality.
The hospital has 400 beds.
Updated July 23, 2019
The assessment of the location takes into account previous assessments of services which have not been inspected on this occasion.
Our service score has remained the same. We rate it as good because:
- The hospital always had enough staff with the right qualifications, skills, experience and training to protect patients from avoidable harm and abuse, and to provide them with the care and treatment they needed. The staffing was adapted to the needs of the patients and the activities of the clinic. All employees understood their responsibilities to protect patients from abuse and neglect and received appropriate training and support.
- There was a well-integrated incident process and employees appreciated learning from the investigation process.
- Department heads had the knowledge and experience to lead and support employees. They fostered a positive culture, which the staff valued and respected. We chose to improve waiting times, patient access and the entire patient experience.
- Staff worked well with patients, staff, the public and local organizations to plan and manage appropriate services and collaborate effectively with partner organisations. Patient feedback was used to develop services.
- Some of the planned service targets were not met. This included referral to treatment goals (RTTs) for all specialties and cancer services for patients who received their first treatment within 62 days of urgent GP referral.
- A significant number of patients had late follow-up appointments, which posed a risk for some. At some clinics, patients had long waits and were not always given a choice of appointment times.
- Medication administration was not always in accordance with the trust policy.
- Mandatory key skills training was available to all staff, but expected completion rates were not met.
- The facilities were not always suitable for the intended use and the privacy and dignity of the patients could not always be guaranteed. The equipment was not always handled safely.
- Staff did not always complete patient records to professional standards.
Medical care (including elderly care)
Updated March 24, 2016
Between April 2014 and March 2015, Guy's Hospital failed to meet its referral to treatment (admitted) target of 90%, but did so in 88.9% of cases.
There was a positive incident reporting culture. Staff understood and fulfilled their responsibilities to raise concerns and report incidents. Infection prevention and control measures met national guidelines and standards of cleaning and hand washing were consistently high and monitored regularly. There were plenty of doctors and RNs on hand, and staff numbers were updated four times a day throughout the hospital. Patients who deteriorated were seen by an experienced nurse specialist and their care was reassessed.
Staff were well supported with access to training, clinical supervision and development. Guidance from the National Institute for Health and Care Excellence was used in a variety of circumstances. The nutritional needs of the patients were assessed with recorded scores and identified risks. Oncology and hematology consultants were available seven days a week. Patients were asked for verbal consent to treatment and we observed that patients had signed treatment consent forms prior to medical procedures.
Patients received compassionate care and were treated with dignity and respect. Patients and family members and their relatives were positive about their experience of the care and kindness provided to them. Patients told us that they were involved in decisions about their care and treatment and that they received the right amount of information. The trust had a higher response to the Friends and Family Test (FFT) than the UK average.
We found evidence of patient outcome monitoring across several audits and national guidelines were used to inform patient care and treatment.
The hospital proactively managed the discharge of patients. When a patient's discharge was delayed, it was referred to the discharge team for progress. 74% (3,444) of patients did not change wards and were treated in the correct specialized bed during their stay. Patient needs were assessed and essential rounds of care were conducted at different times of the day. Complaints were handled through the Patient Advice and Liaison Service (PALS), investigated, learning points identified and feedback provided to staff.
The staff was awareof the vision of trust andthey included this as part of their daily work. The culture within the division was one of openness and honesty. District administrators regularly received reports about incidents, complaints, research results and personnel data. Trends could be easily identified and knowledge disseminated to staff. The employees indicated that they had the support of their managers and department heads. We found that staff and patients were involved in the development of healthcare services and saw examples of innovative practices.
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Updated March 24, 2016
Patients achieved positive outcomes, including good safety thermometer results and a better mortality rate than other comparable units. This was due to evidence-based care provided by a number of competent staff. Patients could access the service without delay and there was an adequate patient flow through the department.
There was a positive safety reporting culture within the intensive care unit and the resulting investigations revealed learning points that were clearly communicated to ward staff. Patient records, including medication administration schedules, were completed and medications were administered appropriately.
The staff was concerned and maintained the privacy and dignity of the patient during his admission to the ward. We observe that staff treat patients with respect and obtain patient consent before performing care duties. Feedback from patients and relatives about the care they received was positive and there were good facilities for relatives. Few formal complaints have been received by the unit and we note actions taken in response to informal feedback.
Employees felt comfortable approaching the leadership team with any concerns and were encouraged to develop professionally. The management team had a good overview of the unit, but the vision for improvements in Guy's Critical Care Unit was minimal and the main focus for developing critical care within the trust was St. Thomas' Hospital.
Staff knowledge of security principles and deprivation of liberty was limited and good practices in these areas were not included. Staff evaluation rates were low: less than the recommended 50% of nursing staff earned an award after registration in intensive care nursing. We saw no immediate action to ensure adequate supplies of some drugs on weekends, leading some patients to miss doses of certain drugs for three weekends in a row.
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Care in the last phase of life
Updated March 24, 2016
We saw that patients benefited from a multidisciplinary approach to care. General nurses and medical staff worked together with the specialist palliative care team (SPCT) to develop a cohesive plan of care.
The staff at Guy's Hospital provided competent and compassionate care to end-of-life patients. The SPCT was effective, providing face-to-face support seven days a week, including 24/7 community visits. Due to a staff shortage at the time of the visit, the watch was limited to visits until 9 pm. M. and the phone rang until 11 p.m. M. The turnover of consultants remained the same during this period.
There was good leadership from the SPCT. Employees found that senior managers were willing to help, offered support and guidance, were often seen in the departments and were very approachable. We found many practical examples, including the AMBER care package, and various training courses for healthcare personnel in the last phase of life, such as the training model Sage and Thyme, simulation days and Schwartz rounds. The staff of the funeral home had been given money to give family members sympathetically designed cloth bags so that they could more discreetly take home a deceased patient's personal belongings, rather than using a plastic mourning bag owned by the funeral home. Hopital.
The hospital had a long-term vision and strategic plan for end-of-life care. This had been prepared by outside consultants and staff noted that it was not fully feasible in its current form, but was being reviewed. Staff were clear that their goal was to provide individualized care, with quality outcomes and multidisciplinary input. The SPCT has embraced national guidelines in its end-of-life care protocols and practices, such as the NHS guide: Priorities for caring for the dying and a chance to get it right, developed by the Care Leadership Alliance Dying Persons (LACDP). . He also referred to the NICE quality standards for end-of-life care.
Bereavement support was available from a number of sources: funeral home staff, social workers associated with the SPCT, and the presbytery. We visited different wards and saw how patients were cared for with dignity and respect. The staff quickly discharged patients to their preferred place of death. Medications were provided according to guidelines for end-of-life care. Feedback from patients and family members, both in person during the inspection and collected by the hospital in its own bereavement survey, has been overwhelmingly positive.
The hospital was in the process of transitioning to fully electronic records. We found that staff had to use three different software systems as well as paper records during this process, leading to some confusion and uncertainty about where to find key information. This was particularly noticeable with the 'do not attempt cardiopulmonary resuscitation' (DNACPR) forms. It was found that there was no consistency in the recording of mental ability assessments.
From January to December 2014 there were 971 deaths at the Trust.
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Updated July 23, 2019
We have previously inspected outpatients in conjunction with diagnostic imaging, so we cannot directly compare our new scores with previous scores. We rate outpatients as in need of improvement because:
- Medication administration was not always in accordance with the trust policy.
- The service did not meet referral to treatment (RTT) targets for all specialties. For cancer services, the trust performs worse than the operational standard for patients receiving their first treatment within 62 days of an urgent GP referral.
- The service provided mandatory key skills training for all staff, but failed to ensure that everyone completed it to meet trust targets.
- The service did not always have adequate premises or equipment and did not always take good care of it.
- Documentation in paper records and medication administration was not always in line with professional confidence and standards.
- The trust had many patients with late follow-up appointments and it was unclear how the trust managed the risks for these patients.
- The privacy and dignity of patients was not always ensured by the layout of some clinical areas.
- Patients told us that they regularly had to deal with long waiting times in the clinic and that they were not always given a choice of different times.
- The service was adequately staffed, with the right qualifications, skills, training and experience to protect people from avoidable harm and to provide appropriate care and treatment.
- Effective systems existed to protect people from avoidable harm. Lessons learned from the incidents have been discussed at government and department meetings and steps have been taken to follow up on the results of the investigations.
- The leaders knew their services well and were committed to developing the service to improve waiting times, patient access and the patient experience.
- Services worked well with patients, staff, the public and local organizations to plan and manage appropriate services and collaborate effectively with partner organisations. Patient feedback was sought in a variety of ways and senior leaders engaged with staff to update them on significant changes.
- Managers fostered a positive culture that supported and valued the workforce.
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Updated March 24, 2016
The trust instructed staff in May 2015 to use the five steps of the World Health Organization's (WHO) Surgical Safety Checklist in operating rooms, including information and equipment information components. Previously, staff were expected to primarily use the three core steps (login, timeout, logout). We saw some surgeons go through the five steps of the WHO checklist completely and exhaustively. However, we also found some inconsistencies in the application of briefings and debriefings by some surgeons.
We found good levels of cleanliness, infection control and hygiene in operating theaters and operating theatres. Staffing levels in wards and operating theaters were good, with very low utilization of banking and temporary staff, and there was good retention and management of nursing staff turnover. There was proper completion of mandatory training and effective incident reporting systems. We did find, however, that sharing lessons from incidents could be improved.
Surgical patients received effective care and treatment that met their needs and there was evidence of positive patient feedback. Your care and treatment is planned and delivered in accordance with national and local guidelines. Patients were treated with compassion, dignity and respect. Every patient we spoke to praised the staff for the care they provided and said they would recommend the hospital and its surgical services.
We have found a very effective multidisciplinary team working between doctors, nurses, physiotherapists and other paramedics. Information was shared proactively between staff groups to ensure proper coordination of patient care between departments and to help discharge patients more quickly. However, this effective team sometimes experienced delays in other areas of the hospital, particularly in obtaining prescription drugs from the pharmacy.
Surgical department leadership and culture fostered the delivery of high-quality person-centered care. The service had a clear vision and values. There was a lot of morale among the staff, especially in the departments. Staff were supported by their managers and there was a culture of openness to learn and develop services. Performance information was shared within each of the directorates providing surgical services, but we found limited formal structures for sharing management information between directorates providing surgical activities. The staff had the opportunity to provide feedback and inform the development of the service. They also received support from managers to develop their knowledge and skills to improve the quality of patient care.
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Urgent and emergency services
Updated March 24, 2016
The trust had recently taken over responsibility for the service prior to the inspection and did not provide patient outcome data as long as it was specific to the UCC. Therefore, we did not know whether the UCC performed better or worse than comparable units.
The team working in the department was committed to providing a safe and efficient service that took into account the needs of the local population. Staff were trained to care for and treat patients with complex needs, and those who needed to be referred to a more appropriate service. Staff were trained to ensure that patients who were unable to communicate verbally could be assessed and treated effectively.
Our interviews with employees and review of departmental evidence showed that management and leadership structures resulted in a department that operated openly and transparently. This was reflected in the way employees dealt with reporting and investigating incidents and handling complaints. Learning from such cases was integrated into service planning and detailed root cause analyzes ensured that investigations were fair and thorough.
The handover processes in the department were well established and meant that ENPs consistently met the goal of seeing each patient within 15 minutes of registration. Patient attendance rates were monitored monthly and used to plan staffing levels to effectively meet peak times. The interactions we observed between patients and staff were positive, and the patients we spoke to told us they were satisfied with the service they received.
The environment was clean and orderly and staff adhered to established infection prevention and control policies. The equipment was well maintained and regularly checked. The storage of medicines met the requirements of the National Institute for Health and Excellence in Healthcare and the staff was well trained to administer medicines.
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What is Guys Hospital CQC rating? ›
Guy's and St Thomas' NHS Foundation Trust has been rated Good overall by the Care Quality Commission. The trust was rated Outstanding for being caring and well-led.Who is the head of the CQC? ›
Ian Trenholm - Chief Executive Officer - Care Quality Commission | LinkedIn.What is the highest rating of Care Quality Commission? ›
There are four ratings that we give to health and social care services: outstanding, good, requires improvement and inadequate. The service is performing exceptionally well.What is patient safety at GSTT? ›
Patient safety – having the right systems and staff in place to minimise the risk of harm to our patients and being open and honest and learning from mistakes if things do go wrong. Clinical effectiveness – providing the highest quality care with world-class outcomes whilst also being efficient and cost effective.Which hospitals have outstanding CQC rating? ›
- Kingston Hospital NHS Foundation Trust.
- The Royal Marsden - Sutton.
- First Community Health & Care C.I.C.
- The Harley Street Clinic (Private, specialised in oncology, cardiology and neurosciences)
The role of the CQC (Care Quality Commission) as an independent regulator is to register health and adult social care service providers in England and to check, through inspection and ongoing monitoring, that standards are being met. All GP practices in England must be registered with the CQC.How often do CQC inspect? ›
How to prepare for a CQC inspection.
|Previous rating||Maximum time between inspections|
|Requires improvement||1 year|
|Good or outstanding||5 years|
Key lines of enquiry (KLOE) are tools that regulatory bodies, such as the CQC, use to assess adult social care services and to award a quality rating. Inspectors utilise a standard set of criteria relating to five key questions each care service is asked – are they safe, effective, caring, responsive and well-led?What is a weakness of the Care quality Commission? ›
CQC is not effective at finding cases of abuse or preventing it. CQC focuses on meaningless processes, rather than the quality of human relationships. CQC places inappropriate burdens onto a struggling system. CQC does not respond to complaints, but rewards organisations that fill in forms correctly.What does inspected but not rated mean? ›
In these cases we will use the term 'inspected but not rated'. We may suspend a rating if we identify significant concerns that lead us to re-consider our previous rating. The rating will be suspended until we have investigated the concerns and/or re-inspected the service.
What are the highest levels of care? ›
Inpatient. Inpatient is our highest level of care, which provides mental and physical stabilization during an acute episode.What is the red rule in healthcare? ›
What is a Red Rule? A Red Rule is an act that has the highest level of risk or consequence to patient or Associate safety if not performed exactly, each and every time. “Red” designates the highest priority for exact compliance – STOP all action if you can't comply (except in rare or urgent situations).What are 3 patient safety priorities? ›
The National Quality Strategy calls all stakeholders to make care safer across the health care system by focusing on three long-term goals: Reduce preventable hospital admissions and readmissions. Reduce the incidence of adverse health care-associated conditions. Reduce harm from inappropriate or unnecessary care.What are the 3 universal guidelines for patient safety? ›
The Universal Protocol provides guidance for health care professionals. It consists of three key steps: conducting a pre-procedure verification process, marking the procedure site, and performing a time-out.What is the most critical department in a hospital? ›
This is an integral part of a hospital that caters to life-or-death situations that need immediate medical attention. This department may be divided into sub-units for trauma, burn, trauma surgery, and urgent care.
— Mayo Clinic in Rochester is again ranked No. 1 in the world by Newsweek in its list of the "World's Best Hospitals." The ranking is a tribute to the work of staff across Mayo Clinic. "Among the hallmarks of great hospitals ... are not just first-class care, first-class research and first-class innovation.What is the highest level hospital care? ›
Specialized consultive medical care is the highest form of healthcare practice and performs all the major medical procedures.Why is the CQC effective? ›
It ensures health and social care services are safe, of a high-quality, effective, compassionate, and meet legal standards. This regulation allows the public to make informed decisions when choosing home help services. The CQC values are: Excellence – being a high-performing organisation.Which is the best performing NHS in the UK? ›
Scotland's NHS outperforms the rest of the UK – here's why – Business for Scotland.What is the CQC rating for the Christie NHS Foundation Trust? ›
The Christie NHS Foundation Trust rated good following CQC inspection - Care Quality Commission. Browser Support We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari.
What does CQC stand for in nursing? ›
Care Quality Commission. The Care Quality Commission. Feedback on care Provider portal Select which area of CQC to search, and enter your search term Area of CQC website to search. Website.What are the 5 principles of care? ›
The Standards are built upon five principles; dignity and respect, compassion, be included, responsive care and support and wellbeing.When should I get a CQC notification? ›
Registered persons must notify us whenever any of the injuries occur that are shown on our form. You must notify us about any applications you make to deprive a person of their liberty under the Mental Capacity Act 2005 and about the outcome of those applications.Do CQC inspect doctors? ›
If your practice is rated as requires improvement or inadequate, the annual regulatory review process and provider information collection call does not apply. We will continue to inspect: within six months for a rating of inadequate.How long is CQC? ›
The CQC takes an average of 10 weeks to assess an application, but there is a lot to do first … make sure you are ready for them to view your service, talk to you and ensure you are able to explain your service and your responsibilities to the CQC including showing: How, as a provider, you meet the regulations.How do I prepare for an inspection visit? ›
- Deep clean your house.
- Tidy hidden areas.
- Remove obstacles around water heaters and furnaces.
- Trim trees and bushes.
- Make sure all utilities are on.
- Flip all the switches and check safety features.
- Catch up on maintenance.
- Provide maintenance records.
The key lines of enquiry (KLOEs), prompts and sources of evidence in this section help our inspectors to answer the five key questions: is the service safe, effective, caring, responsive and well-led?What are the 5 CQC domains? ›
People refer to these areas collectively by different names, you might sometimes hear the CQC 5 Domains. Different terminology, same application in practice. The CQC 5 Standards are: Safe, Effective, Caring, Responsive and Well-Led (more detail to follow below).What questions will CQC ask? ›
- Are they safe? Safe: you are protected from abuse and avoidable harm.
- Are they effective? ...
- Are they caring? ...
- Are they responsive to people's needs? ...
- Are they well-led?
Today, inaccurate diagnosis, medication errors, inappropriate or unnecessary treatment, inadequate or unsafe clinical facilities or practices, or providers who lack adequate training and expertise prevail in all countries.
What is failure of care coordination? ›
Health care professionals notice failures in coordination particularly when the patient is directed to the "wrong" place in the health care system or has a poor health outcome as a result of poor handoffs or inadequate information exchanges.What is a quality care issue? ›
These include: Entry into the Health care system; the accessibility of care. Structural Barriers; the ease of navigating through the system to receive the best care. Patients' Perceptions; cultural and socio-economic relationship problems between patients and providers.What is an example of inadequate care? ›
Examples of Inadequate care in a sentence
Inadequate care and maintenance of a cemetery includes but is not limited to the following:(1) Failure to adequately mow grass. (2) Failure to adequately edge and trim bushes, trees, and memorials.
- The three most common types of quality inspections.
- Pre-Production Inspection.
- During Production Inspection.
- Final Random Inspection.
- Planning and Preparation. ...
- Aim for two questions to be outstanding. ...
- Use an evidence file. ...
- Surveys and feedback. ...
- Carry out mock inspections. ...
- Ensure all staff training is up to date. ...
- Be aware of limiters. ...
- Now for the inspection …
The Definitive Observation Unit (DOU) is a unit that provides the second-highest level of care. Patients may be admitted directly to DOU when they arrive at the hospital or they may be transferred into DOU from a unit that provides a lower level of care or from the Intensive Care Unit.What is a Level 3 patient? ›
Level-III visits are considered to have a low level of risk. Patient encounters that involve two or more self-limited problems, one stable chronic illness or an acute uncomplicated illness would qualify.What is the unit below the ICU? ›
An intermediate care unit plays an important role in the healthcare system by doing the following: Providing extra ICU capacity. Allowing for earlier discharge of some ICU patients. Providing an alternative to ICU admission for patients who only require intensive monitoring, specific support, or procedures.What does red flag mean in hospital? ›
Essentially red flags are signs and symptoms found in the patient history and clinical examination that may tie a disorder to a serious pathology.  Hence, the evaluation of red flags is an integral part of primary care and can never be underestimated. The term “red flag” was originally associated with back pain.What is two red rule identifiers? ›
In most of our hospitals, the two identifiers are the patient's name and date of birth. This can be easily checked by looking at the patient's armband. If the patient does not have an armband, then you need to ask the patient to state his or her name and birth date.
What is the patient access rule? ›
The Interoperability and Patient Access final rule (CMS-9115-F) delivers on the Administration's promise to put patients first, giving them access to their health information when they need it most and in a way they can best use it.What are the Jcaho standards? ›
Joint Commission standards are the basis of an objective evaluation process that can help health care organizations measure, assess, and improve performance. The standards focus on important patient, individual, or resident care and organization functions that are essential to providing safe, high quality care.What are the four major risks to patient safety? ›
According to the ECRI Institute PSO (patient safety organization) report, the top four risks for patient safety at ambulatory care settings are diagnostic testing errors, medication events, falls, and security incidents.What is the final rule of the Patient Safety Act? ›
The final rule establishes a framework by which hospitals, doctors, and other health care providers may voluntarily report information to Patient Safety Organizations (PSOs), on a privileged and confidential basis, for the aggregation and analysis of patient safety events.What are the standard precautions for all patient in the hospital? ›
- Hand hygiene1.
- Gloves. ■ Wear when touching blood, body fluids, secretions, excretions, mucous membranes, nonintact skin. ...
- Facial protection (eyes, nose, and mouth) ■ ...
- Gown. ■ ...
- Prevention of needle stick and injuries from other.
- Respiratory hygiene and cough etiquette.
- Environmental cleaning. ■ ...
- Use appropriate transfer equipment and check to ensure it is in good working condition.
- Position yourself correctly – minimize reaching and bending.
- Ensure the path is clear.
- Use your legs – they are your strong muscles.
- Tighten your abdominal muscles.
About us | Guy's and St Thomas' NHS Foundation Trust.Who is the CEO of Guys hospital? ›
Dr Ian Abbs became the Chief Executive of Guy's and St Thomas' Hospital in July 2019 and Chief Medical Officer in January 2017. He holds the degrees of BSc in Immunology and MB BS in Medicine, is a Fellow of the Royal College of Physicians of London and holds an MBA from the University of Cambridge.What does hospital rating mean? ›
The overall star rating for hospitals summarizes quality information on important topics, like readmissions and deaths after heart attacks or pneumonia. The overall rating, between 1 and 5 stars, summarizes a variety of measures across 5 areas of quality into a single star rating for each hospital.What does Guys hospital Specialise in? ›
We're one of the leading centres in the country for cancer treatment and research. Most of our care takes place in the purpose-built Cancer Centre at Guy's.
Who owns Guy's hospital? ›
|Owner||National Health Service|
|Height||148.65 metres (487.7 ft)|
|Design and construction|
Guy's Hospital dates from the early 1720s, when it was founded by philanthropist Thomas Guy, who had made a fortune as a printer of Bibles and greatly increased it by speculating in the South Sea Bubble. It was originally established as a hospital to treat 'incurables' discharged from St Thomas' Hospital.When did Guys and St Thomas merge? ›
Guy's Hospital was first established as an NHS Trust including University Hospital Lewisham but in 1993 Lewisham became independent and Guy's and St Thomas' joined together.How many staff does Guy's Hospital have? ›
Over 23,500 people work in our Trust, making us one of the largest employers in London, particularly south of the river.What is the motto of Guy's Hospital? ›
strive to be the best.How many beds does Guy's Hospital have? ›
Guy's Hospital, in Southwark, is a 400 bed major elective centre for south London and a specialist centre for: cancer. kidney. urology.What is a 5.0 rating in healthcare? ›
A 5-star rating is considered excellent. These ratings help you compare plans based on quality and performance.How many 5-star hospitals are there in the United States? ›
|Overall rating||Number of hospitals (N=4,586, %)|
|2 stars||702 (22.49%)|
|3 stars||895 (28.68%)|
|4 stars||895 (28.68%)|
|5 stars||431 (13.81%)|
A level I trauma center provides the most comprehensive trauma care. There must be a trauma/general surgeon in the hospital 24-hours a day. If a surgical resident is in the hospital 24-hours a day, then the attending surgeon can take call from outside the hospital but must be able to respond within 15 minutes.Who is the heart surgeon at Guy's hospital? ›
Mr Caner Salih, cardiac surgeon.
Who is the hand surgeon at Guy's hospital? ›
Lorenzo Garagnani is the joint lead of the hand unit and consultant orthopaedic hand and wrist surgeon at Guy's and St Thomas', joining in 2015.Who is the breast surgeon at Guys hospital? ›
Hisham Hamed is a consultant breast surgeon at Guy's and St Thomas' NHS Foundation Trust and lead breast surgeon at the University Hospital Lewisham. Hisham possesses 25 years of experience treating all aspects of breast disease in both women and men, benign and cancer.