BMI The Somerfield Hospital Quality Accounts
April 2013 to March 2014
Chief Executive’s Statement
Welcome to our Quality Accounts 2014, the fifth year we have published this
data. The information presented here on a broad range of quality measures
continues to grow in importance and usefulness for patients and
commissioners. Quality accounts already provide a key metric for people to
assess the strength of our 66 hospitals and clinics against other facilities - NHS
and independent - from which they might receive their care.
For BMI Healthcare and every other private provider the importance of
comparable quality data was recently reinforced by the conclusions of the
Competition Commission’s market investigation into private healthcare. From
the outset of the inquiry BMI Healthcare supported the principle that
competition in the sector would be enhanced if private hospitals produced
comparable quality data, and that competition amongst hospitals would drive
up service standards. We were therefore fully supportive when the
Commission announced in April that it is mandating the provision of greater
information on the performance of hospital operators and consultants. We
wholeheartedly agree when the Commission says that “a more transparent
market with patients actively making choices will drive hospital operators to
compete on the things that matter to patients”.
Whilst we are yet to see how the Commission will ensure that this is enacted, the private sector continues
to take its own steps. Five years ago BMI Healthcare was at the forefront of the sector’s efforts to be more
open about sharing comparable quality and pricing data when we sponsored the launch of the Hellenic
Project. Today that work has been superseded by the Private Hospitals Information Network which is
working towards publishing data that will allow patients and commissioners to make informed choices - a
challenge that the sector must now rise to. We at BMI Healthcare will continue to play our part in these
important developments, which we believe can have a significant role in driving higher quality standards.
I remain proud, but certainly not complacent, about the quality of care our hospitals provide. Last year
BMI Healthcare invested £40m in our hospitals, supporting our committed staff and consultants to meet
the challenge of providing consistently safe, high quality care. We constantly measure our patients’
experience, and I am pleased to note that in the three months to the end of March 2014, 97.3% of
patients independently surveyed expressed satisfaction with their care and 97.9% said they would
recommend us to others. There is however always room for improvement, and publication of comparable
quality data across the independent sector can only help.
The information available in these quality accounts has been reviewed by the Clinical Governance Board
and I declare that as far as I am aware the information contained in these reports is accurate. I thank all
the staff whose energy and devotion to improvement is represented here and, more importantly, in the
experiences of every patient who steps across our threshold.
Stephen Collier
Chief Executive Officer
Hospital Information
The Hospital
BMI The Somerfield Hospital which spans over 2 floors offers up to 38 en-suite rooms and
provides a range of surgical and medical treatments. The facilities include an inpatient, day
ward and two rooms that can offer High Dependency care for levels 1 and 2. We have
approximately 130 well-respected local Consultants offer inpatient services for Orthopaedic,
Urology, Gynaecology, Oncology, Ophthalmic, Gastroenterology, ENT, Colorectal, Breast,
General Surgery, Medicine and Plastic Surgery.
The Operating Suite comprises of 3 Operating Theatres including Endoscopy facilities and a
Recovery Room. A fully accredited BMI Unit off-site provides decontamination services.
Pathology Services, Pharmacy and Physiotherapy Departments support these services,
together with Diagnostic Imaging, including Mammography, Ultrasound, Bone Densitometry CT
and MRI. The Audiology Department offers hearing tests and a hearing aid fitting and supply
service. A Dental Implant service is provided in the Dental Suite.
Our Outpatient services also include Dermatology, Endocrinology and Diabetes, Neurology,
Paediatrics and Rheumatology.
In-patient care is offered by a team of well-educated, skilled and professional nurses led by a
Director of Clinical Services, provides individual care to patients. The High Dependency Unit is
staffed by nurses with Critical Care Training led by a Sister.
Outpatient services are provided in the Consulting Suite, comprising 9 Consulting Rooms and 3
Treatment Rooms, these facilities were upgraded in 2013.
Volumes
In 2013-14 36% of NHS patients to overall work, we also completed SPOT contract work for
Maidstone & Tunbridge Wells NHS Trust for Orthopaedic patients and MRI scans for Medway
NHS Trust.
BMI Healthcare are registered as a provider with the Care Quality Commission (CQC) under the
Health & Social Care Act 2008. BMI The Somerfield Hospital is registered as a location for the
following regulated services:•
•
•
•
Treatment of disease, disorder and injury
Surgical procedures
Diagnostic and screening
Family Planning
The CQC carried out an unannounced inspection on 3rd February 2014 and found no noncompliances in regards to: Standards of treating people with respect and involving them in their
care
Standards of providing care, treatment & support which meets people's
needs
Standards of caring for people safely & protecting them from harm
Standards of staffing
Standards of Quality and suitability of management
This was an extremely positive inspection which was reflected in our report.
The Somerfield Hospital has a local framework through which clinical effectiveness, clinical
incidents and clinical quality is monitored and analysed. Where appropriate, action is taken to
continuously improve the quality of care. This is through the work of a multidisciplinary group
and the Medical Advisory Committee.
Regional Clinical Quality Assurance Groups monitor and analyse trends and ensure that the
quality improvements are operationalised. Development of learnings shared and actions agreed
is then cascaded to all hospitals to implement where necessary.
At corporate level the Clinical Governance Board has an overview and provides the strategic
leadership for corporate learning and quality improvement.
There has been ongoing focus on robust reporting of all incidents, near misses and outcomes.
Data quality has been improved by ongoing training and database improvements. New reporting
modules have increased the speed at which reports are available and the range of fields for
analysis. This ensures the availability of information for effective clinical governance with
implementation of appropriate actions to prevent recurrences in order to improve quality and
safety for patients, visitors and staff.
At present we provide full, standardised information to the NHS, including coding of procedures,
diagnoses and co-morbidities and PROMs for NHS patients.There are additional external
reporting requirements for CQC, Public Health England (Previously HPA) CCGs and Insurers
BMI is a founding member of the Private Healthcare Information Network (PHIN) UK – where
we produce a data set of all patient episodes approaching HES-equivalency and submit this to
PHIN for publication. The data is made available to common standards for inclusion in
comparative metrics, and is published on the PHIN website http://www.phin.org.uk. This website
gives patients information to help them choose or find out more about an independent hospital
including the ability to search by location and procedure.
1. Safety
1.1 Infection prevention and control
The focus on infection prevention and control continues under the leadership of the Group Head
of Infection Prevention and Control, in liaison with the link nurse in The Somerfield Hospital.
The focus on infection prevention and control continues under
the leadership of the Group Director of Infection Prevention and
Control and Group Head of Infection Prevention and Control, in
liaison with the Infection Prevention and Control Lead at The
Somerfield Hospital.
We have had: • Zero cases of MRSA bacteraemia in the last year (NHS
1.17cases/100,000 bed days).
• One MSSA bacteraemia cases /100,000 bed days
• Zero E.coli bacteraemia cases/ 100,000 bed days
• Zero number of cases of hospital apportioned Clostridium difficile in the last 12 months.
Audits
The following audits were completed:Mattress audit - Checking of all mattresses within the wards and Pre-admission clinic, there is a
programme of mattress replacement.
Sharps audit – Completed August 2013, annual check by Daniels Representative for all clinical
areas to assess compliance in the use of sharps containers. We obtained over 96% compliance
for all departments audited. Areas for improvement included, inappropriate items in the sharps
container, and incorrect assembly. Action plans received from relevant departments and
discussed at our IPC meetings.
All clinical departments are involved in IPS audits on an annual basis. The audits cover general
IP&C management as well as cleanliness, hand hygiene, PPE, waste, sharps, and linen
management, standard precautions etc. Each section is given a percentage score and then an
overall score is calculated. Action plans are requested for areas where improvement is required
for any score below 80%. During the year the theatres scored low in some areas, there was a
very large amount of work undertaken to ensure compliance and this has now been achieved
and maintained.
For all staff with direct patient contact, hand hygiene workshops are held at regular intervals
with a hand hygiene competency document included. This is ongoing and compliance audits
have been completed in clinical areas by department IP&C Links
At the training staff are asked to consider their own areas of practice and to report any concerns
re-accessing hand decontamination products at the point of care. Compliance audit results
suggest that hand gel is readily available.
ANTT is moving to a standardised practice as directed by Stephen Rowley and his
organisation’s assessment tools and method of training will be implemented. My infection
control nurse has started training in this area and posters are being used outlining the concept
of “key parts” and “key sites” for aseptic procedures have been circulated to the ward, theatre,
and OP departments. These posters provide a visual reminder of the essential steps in a
procedure and best practice for avoiding cross-infection.
Care Bundles - High Impact Care Bundles are completed regularly in appropriate clinical areas
for urinary catheter/peripheral cannula insertion and ongoing management, for prevention of
surgical site infection and central lines.
Environmental cleanliness is also an important factor in infection prevention and our patients
rate the cleanliness of our facilities highly.
1.2 Patient-Led Assessments of the Care Environment (PLACE)
We believe a patient should be cared for with compassion and dignity in a clean, safe
environment. Where standards fall short, they should be able to draw it to the attention of
managers and hold the service to account. PLACE assessments will provide motivation for In
2013 we introduced PLACE, which is the new system for assessing the quality of the patient
environment, replacing the old Patient Environment Action Team (PEAT) inspections.
The assessments involve patients and staff who assess the hospital and how the environment
supports patient’s privacy and dignity, food, cleanliness and general building maintenance. It
focuses entirely on the care environment and does not cover clinical care provision or how well
staff are doing their job.
The results will show how hospitals are performing nationally and locally. The PLACE audit was
completed in April 2013 and 3 patients took part alongside 3 staff members and the results were
positive. An action plan was implemented following the audit and actions completed. Some of
the actions included better internal signage, painting in different areas of the hospital and review
of documentation patient’s receive.
Cleanliness
Food
Privacy, Dignity
and Wellbeing
Condition Appearance
and Maintenance
98.92%
98.05%
87.69%
88.52%
1.3 Venous Thrombo-embolism (VTE)
BMI Healthcare, holds VTE Exemplar Centre status by the Department of Health across its
whole network of hospitals including, The Somerfield Hospital. BMI Healthcare was awarded the
Best VTE Education Initiative Award category by Lifeblood in February 2013 and were the
Runners up in the Best VTE Patient Information category.
We see this as an important initiative to further assure patient safety and care. We audit our
compliance with our requirement to VTE risk assessment by assessing 20 sets of patient notes.
The results of our audit have shown high compliance of a yearly average of 93%. These results
findings are discussed at every ward meeting and staff are reminded routinely about completing
all risk assessments. In the forthcoming year every NHS patients VTE assessment will be
assessed for completion.
The Somerfield Hospital reports the incidence of Venous Thromboembolism (VTE) through the
corporate clinical incident system. It is acknowledged that the challenge is receiving information
for patients who may return to their GPs or other hospitals for diagnosis and/or treatment of VTE
post discharge from the Hospital. As such we may not be made aware of them. We continue to
work with our Consultants and referrers in order to ensure that we have as much data as
possible.
There was 1 reported DVT and 1 PE during April 2013 and March 2014 the patients had all
appropriate risk assessments and prophylactic treatment.
2. Effectiveness
2.1 Patient reported Outcomes (PROMS)
Patient Reported Outcome Measures (PROMs) are a means of collecting information on the
effectiveness of care delivered to NHS patients as perceived by the patients themselves.
PROMs is a Department of Health led programme.
For the current reporting period, the tables below demonstrate that the health gain between
Questionnaire 1 (pre-operative) and Questionnaire 2 (post–operative) for patients undergoing
hip replacement and knee replacement at The Somerfield Hospital.
Oxford Hip Score average
April 2012 –
March 2013
The
Somerfield
Q1
Q2
Health gain (Q2 - Q1 average)
17.417
39.167
21.75
17.907
39.224
21.317
England
Copyright © 2011 Re-used with the permission of The Health and Social Care Information Centre. All rights reserved.'
Oxford Knee Score average
April 2012 –
March 2013
The
Somerfield
Q1
Q2
Health gain (Q2 - Q1 average)
21.278
38.556
17.278
17.907
39.224
21.317
England
Copyright © 2013, The Health and Social Care Information Centre. All Rights Reserved.
2.2 Enhanced Recovery Programme (ERP)
The ERP is about improving patient outcomes and speeding up a patient’s recovery after
surgery. ERP focuses on making sure patients are active participants in their own recovery and
always receive evidence based care at the right time. It is often referred to as rapid recovery, is
a new, evidence-based model of care that creates fitter patients who recover faster from major
surgery. It is the modern way for treating patients where day surgery is not appropriate.
ERP is based on the following principles:1. All Patients are on a pathway of care
a. Following best practice models of evidenced based care
b. Reduced length of stay
2. Patient Preparation
a. Pre Admission assessment undertaken
b. Group Education sessions
c. Optimizing the patient prior to admission – i.e HB optimisation, control comorbidities, medication assessment – stopping medication plan.
d. Commencement of discharge planning
3. Proactive patient management
a. Maintaining good pre-operative hydration
b. Minimising the risk of post-operative nausea and vomiting
c. Maintaining normothermia pre and post operatively
d. Early mobilisation
4. Encouraging patients have an active role in their recovery
a. Participate in the decision making process prior to surgery
b. Education of patient and family
c. Setting own goals daily
d. Participate in their discharge planning
The hospital has an ERP committee that meet every 6-8 weeks this is led by the Hospitals
Physiotherapy Manager. During these meeting we review the patient journey from booking
through to discharge, looking at the information and advice given to patients, the care they
receive, and the engagement with patients and consultants to ensure their help with delivering
enhance recovery.
For certain procedures we get length of stay data from our ERP Lead for the company, which
we review and look at the pathway of those patients to see if we can or need to reduce their
stay for their benefit. E.g. our hip and knee replacement patients the hospital LOS is between
3-4 nights this has reduce dramatically since we started the ERP Committee 2 years ago.
We have focused on patient education, early mobilization, carbohydrate loading, appropriate
analgesia and planning discharge from the offset. By reducing a patient’s length of stay and
getting them mobilizing earlier this helps reduce the risk of VTE, infection and helps towards a
smoother recovery.
2.3 Unplanned Readmissions within 31 days and unplanned returns to theatre.
Unplanned readmissions and unplanned returns to theatre are normally due to a clinical
complication related to the original surgery. Our figures remain very low.
3. Patient experience
3.1 Patient satisfaction
BMI Healthcare is committed to providing the highest levels of quality of care to all of our
patients. We continually monitor how we are performing by asking patients to complete a patient
satisfaction questionnaire. Patient satisfaction surveys are administered by an independent third
party.
Patient satisfaction results – for all patients
Year
2012
2013
2014
Nursing Care
98.8%
97.6%
96.7%
Arrival process
98.5%
96.9%
95.0%
Accomodation
97.3%
96.2%
89.5%
Catering
97.8%
94.9%
92.5%
Discharge procedure
97.0%
93.9%
91.5%
Quality of Care
99.1%
98.0%
96.8%
We have a Quality team which meets regularly, the team reviews the patient journey and
compares this with the Operational Excellence Standards for the company. We also review the
patient comments and agree on action to be taken if needed. This year there has been a big
focus on obtaining response, we feel the more patients views we receive it gives us a better
insight into the patients perception.
From looking at the patient comments on the questionnaire the actions below were implemented
Action of focus
Key deliverables
Increasing
Introduction of quality notice board in OPD – to show patients the
response rate in
questionnaire and remind all to complete.
OPD
Greeting at
Reception manager re-training all staff on greetings and handling of
reception
patients at reception
Nursing care
Attend call buzzers immediately / if staff are busy ward clerks to answer
then get a suitable nurse if required.
To ensure patients are kept informed e.g. - time of theatre / changes to
treatment
Discharge
Catering
Physio
TTOs to be prescribed and dispensed straight after their surgery
especially for D/Cs
Discharge planning to start at Pre-admission stage
When discharging the nurses will ensure that time for questions is given
Nurses are to confirm how the patients is getting home and offer to
arrange a cab or call their family if required – at all times patients must
know what is happening
Servery staff to ensure that all appropriate menus are given directly to
the patient / Close attention to portion control
To ensure continuity of staff working on the wards
Patients get information booklet on admission, to ensure patients get
exercise sheets also.
Housekeeping
Environment
Staffing
Housekeepers to make sure they have their bleeps so they can be
contacted readily.
Painting is needed on door frames, some rooms and bathrooms need
redecorating – new painter and decorator role advertised
The hospital is to remain clutter free – each HOD to make sure that
there area is tidy and unwanted items removed
Departmental meeting agenda and minute template to be standardised
to ensure all appropriate information is cascaded to staff.
Each HOD to make sure quality scores are fed-back and discussions
are held around why the score has changed and action agreed.
3.2 Complaints
In addition to providing all patients with an opportunity to complete a satisfaction survey BMIdŚĞ
^ŽŵĞƌĨŝĞůĚHospital actively encourages feedback both informally and formally. Patients are
supported through a robust complaints procedure.
Stage 1: Hospital resolution
Stage 2: Corporate resolution
Stage 3: Patients can refer their complaint to independent adjudication if they are not satisfied
with the outcome at the other 2 stages.
Listed below are the complaints received for the period of April 2013 – March 2014 from NHS
patients.
DATE
COMPLAINT
RECEIVED
28/11/2013
NHS Inpatient
06/01/2014
NHS
Outpatient
SUMMARY OF COMPLAINT
Patient complained regarding
his care, particularly from an
anaesthetist following a routine
hernia repair. This patient
complaint was responded to in
line with his stay here, but in the
main the majority of the
complaint referred to his
Consultant Anaesthetist
following his transfer into
Maidstone Hospital.
Patient complained following
cancellation of her procedure
due to her high BMI.
DATE
COMPLAINT
RESOLVED
10/12/2013
OUTCOME
Not Upheld
13/01/2014
Not Upheld
Both complaints were not upheld both patients were written to and given full rationale in regards
to our decision, the complaints were not escalated.
4. CQUINS
Mandatory CQUINS: Indicator
Description of CQUIN
Target
Yearly Score
Achieved
VTE
Review 20 sets of notes to ensure VTE risk
assessment are being completed
95%
93%
Friends and
family test
Increase the response rate in patient surveys
20%
24%
Question asked to patient “How likely are you
to recommend our hospital to friends and
family if they need similar care or treatment”
96%
98.5%
Local CQUINS
Indicator
Description of CQUIN
Target
Yearly score
Achieved
Dementia
Every inpatient 75 and over to have a
dementia risk assessment and if
required referred back to their GP
97%
100%
Number of attendance questioned
regarding their smoking and given a
leaflet about local smoking cessation
services
95%
100%
Number of patients referred to local
smoking cessation services
90%
100%
5 questions chosen from the patient
satisfaction questionnaire – to show an
improvement in overall scores over the
year
97%
97%
Smoking
Patient
experience
12 patients
assessment / 1
referral
5. National Clinical Audits
The Somerfield Hospital was only eligible to participate in National Joint Registry audit and all
joint replacements are submitted to this. BMI hospital data is from page 196 onwards in
attached latest NJS report including the following data: •
110 procedures performed by 5 orthopaedic consultants
•
100% consent rate
•
91% linkability of proportion of records including a valid NHS number compared to
numbers on NJR
•
47% Male patients
•
Average age 68.4
6. Research
No NHS patients were recruited to take part in research.
7. Priorities for service development and improvement
Pre-admission
We completed a review of our Pre-admission service which included looking at documentation,
local policies, our criteria and current processes this has enabled us to make positive changes
to ensure that our patients receive an even smoother and efficient service. For example we
have introduced a protocol for the management of patients on anticoagulants prior to their
surgery.
Refurbishment
The hospital has an ongoing programme for refurbishment, during the year we have painted a
number of areas. It has made the hospital look fresh airy and patients have given us very
positive feedback.
Marketing events
We undertake quarterly marketing event for GPs, in the last year we completed an ophthalmic
event which 50 local GPs attended. Five of our Consultants spoke about different conditions,
the feedback we had back was so positive and due to this we are completing another.
Staff and Consultant Surveys
A survey was sent to both our Consultant and staff to ask for their thoughts about the company
and hospital. The feedback gave us real insight into their perception and enables us to
implement changes if required. The last staff survey highlight that staff felt they do not always
know the changes that are happening in the hospital. As a management team we decided to
implement key actions which were: • Starting a daily huddle on the ward at 9am each day to talk through the inpatients needs
and discuss any other department issues
• Implementing more newsletters to staff from the ED about recent changes
• Regular staff forums and open door days so staff can ask questions
• Holding regular Staff Focus Group meetings so staff can have a say in events and
changes within the hospital As discussed during this report we have also continued to focus on VTE assessment, ERP
management, review of meetings we hold such as Resus is now jointly held with the Critical
Care Service meeting.
8. Mandatory Quality Indicators
8.1
The value and banding of the summary hospital-level mortality indicator (SHMI) for the
reporting period.
Unit
Value
and
Banding
8.2
Reporting Periods
(at least last two
reporting periods)
N/A
National
Average
1.006
Highest National
Score
1.1822
Lowest National
Score
0.6735
The Somerfield Hospital patient reported outcome measures scores for
(i)
Groin hernia surgery
Unit
Reporting Periods
(at least last two
reporting periods)
April 12-March 13
*
National
Average
0.083
Highest National
Score
0.157
Lowest National
Score
0.014
Less than 30 patients going through the process, site cannot be scored
(ii)
Unit
N/A
Varicose vein surgery
Reporting Periods
(at least last two
reporting periods)
National
Average
Highest National
Score
Lowest National
Score
(iii)
Unit
Hip replacement surgery
Reporting Periods
(at least last two
reporting periods)
April 12-March 13
*
National
Average
21.280
Highest National
Score
24.684
Lowest National
Score
17.214
Less than 30 patients going through the process, site cannot be scored
(iv)
Unit
Knee replacement surgery during the reporting period.
Reporting Periods
(at least last two
reporting periods)
April 12-March 13
*
National
Average
15.99
Highest National
Score
20.37
Lowest National
Score
12.2
Less than 30 patients going through the process, site cannot be scored
8.3
(i)
Unit
Reporting Periods
(at least last two
reporting periods)
N/A
%
8.3.
Reporting Periods
(at least last two
reporting periods)
N/A
%
Highest National
Score
Lowest National
Score
National
Average
Highest National
Score
Lowest National
Score
The Somerfield Hospital responsiveness to the personal needs of its patients during the
reporting period.
Unit
92.55
National
Average
(ii)
The percentage of patients aged 15 or over readmitted to a hospital which forms
part of the The Somerfield Hospital within 28 days of being discharged from a hospital
which forms part of the hospital during the reporting period.
Unit
8.4
The percentage of patients aged 0-14 readmitted to a hospital which forms part of
The Somerfield Hospital within 28 days of being discharged from a hospital which
forms part of the hospital during the reporting period.
Reporting Periods
(at least last two
reporting periods)
2012-2013
National
Average
68.1
Highest National
Score
84.4
Lowest National
Score
57.4
8.5
The percentage of patients who were admitted to The Somerfield Hospital and who were
risk assessed for venous thromboembolism during the reporting period.
Unit
93%
8.6
Reporting Periods
(at least last two
reporting periods)
April13-Jan 14
National
Average
96
Highest National
Score
100
Lowest National
Score
79
The rate per 100,000 bed days of cases of C difficile infection reported within The
Somerfield Hospital amongst patients aged 2 or over during the reporting period.
Unit
0
8.7
Reporting Periods
(at least last two
reporting periods)
April 12-March 13
National
Average
17.3
Highest National
Score
30.8
Lowest National
Score
0
The number and, where available, rate of patient safety incidents reported within The
Somerfield Hospital during the reporting period, and the number and percentage of such
patient safety incidents that resulted in severe harm or death.
Number of patient safety incidents reported
Unit
0
Reporting Periods
(at least last two
reporting periods)
April 12-March 13
National
Average
44.55
Highest National
Score
1,810
Lowest National
Score
0
Rate of patient safety incidents reported
Unit
0
Reporting Periods
(at least last two
reporting periods)
April 12-March13
National
Average
7.76
Highest National
Score
30.95
Lowest National
Score
1.68
Number of patient safety incidents that resulted in severe harm or death
Unit
0
Reporting Periods
(at least last two
reporting periods)
April12-Marcg 13
National
Average
0.64
Highest National
Score
28
Lowest National
Score
0
Percentage of patient safety incidents that resulted in severe harm or death
Unit
Reporting Periods
(at least last two
reporting periods)
April12-March 13
0.0
8.8
National
Average
0.9
Highest National
Score
2.9
Lowest National
Score
0.0
The percentage of staff employed by The Somerfield Hospital during the reporting
period, who would recommend The Somerfield Hospital as a provider of care to their
family or friends.
Unit
Reporting Periods
(at least last two
reporting periods)
2013
80
National
Average
64.58
Highest National
Score
96.43
Lowest National
Score
33.73
We are very proud of this score from the staff survey as staff satisfaction is important to The
Somerfield Hospital.
9.
Non-Mandatory Quality Indicators
9.1
The percentage of patients who received care as inpatients or discharged from A &E
during the reporting period, who would recommend The Somerfield Hospital as a
provider of care to their family or friends.
Unit
80.09
Reporting Periods
(at least last two
reporting periods)
June 13-Jan 14
National
Average
66.23
Highest National
Score
94.38
Lowest National
Score
35.63
The Somerfield Hospital considers that this data is as described for the following reasons;
patients have always been very happy with their care at The Somerfield Hospital and are very
complimentary of all staff which is clearly demonstrated in the Quality Health questionnaire
responses. We will continue to maintain this high quality care and will continue to value
customer responses.