Optegra Birmingham Eye Hospital

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

We looked for evidence that patients and communities were always at the centre of how care was planned and delivered. We checked that the health and care needs of patients and communities were understood, and they were actively involved in planning care that met these needs. We also looked for evidence that patients could access care in ways that met their personal circumstances and protected equality characteristics.

At our last assessment we rated this key question good. At this assessment the rating has remained good. 

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

The service made sure patients were at the centre of their care and treatment choices and they decided, in partnership with patients, how to respond to any relevant changes in patient’s needs.

The service sought and acted on feedback from people using the service to help improve the care provided. Leaders demonstrated a commitment to understanding patients' experiences and making changes in response to feedback.

During our inspection, we saw a "You Said, We Did" display which demonstrated how patient feedback had been used to drive improvements. Changes made included improving communication with patients regarding appointment changes, supporting reception staff to improve patients' experience during busy periods and making improvements to the environment following concerns raised by patients.

The service had an equality policy which included guidance on supporting patients with disabilities. Staff used an individualised risk assessment approach to help ensure care and treatment reflected each patient's needs and circumstances. Staff also completed equality, diversity and human rights training as part of their mandatory training programme, which included supporting people with a learning disability.

Patients were supported whilst waiting for appointments. During our inspection, we observed refreshments and snacks available in the waiting area for patients and visitors. We also observed staff keeping patients informed when delays occurred. For example, when staffing levels were reduced on the day of inspection, reception staff proactively updated patients about longer waiting times and apologised for the delay.

Staff understood the importance of responding to people's individual experiences and using feedback to improve services. Leaders monitored feedback and used this information to identify opportunities for improvement and enhance the patient experience.

The service understood the diverse health and care needs of patients and their local communities, so care was joined-up, flexible and supported choice and continuity.

The service worked closely with healthcare professionals and external providers to support patients throughout their care journey. Staff described effective relationships with community optometrists, GPs and specialist ophthalmic services to help ensure patients received the care and treatment they required.

Patients received care through structured pathways which supported continuity between assessment, treatment and follow-up. Staff demonstrated an understanding of their roles and responsibilities within these pathways and understood when patients required input from other services.

Clinical information was maintained electronically, supporting continuity of care throughout the patient journey. Staff were able to access relevant information to support treatment planning, follow-up care and ongoing clinical review.

Where patients required ongoing support following treatment, follow-up arrangements were in place to ensure patients continued to receive appropriate care. Staff described clear processes for coordinating care between professionals and services when required.

Managers ensured that patients who did not attend appointments were contacted to make alternative arrangements. 

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Patients were provided with information to help them understand their condition, treatment options and ongoing care. Information was available throughout the patient pathway and supported patients to make informed decisions about their care and treatment.

Staff told us information could be provided in different languages and interpreter services were available for patients who required additional communication support. British Sign Language (BSL) interpreters could also be arranged where required. In addition, staff told us information could be provided in larger print formats for patients with visual impairments. This helped ensure patients could access information in a format that met their individual needs.

Patients received information before and after treatment, including details about their procedure, expected recovery and who to contact if they required advice or support following treatment.

Staff ensured patients had opportunities to ask questions and seek clarification about the information they received. Patients told us they felt well informed and understood what to expect throughout their treatment journey.

Information about the service, available treatments and contact details was also accessible through the provider's website.

The service made it easy for patients to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved patients in decisions about their care and told them what had changed as a result.

Leaders encouraged patients and those close to them to provide feedback about their experiences of care and treatment. Patients could provide feedback through a range of methods, including feedback forms, collection points within the service and the provider's website.

The service took complaints seriously and responded to concerns in an open and transparent way. Staff understood how to manage complaints and were familiar with the provider's complaints policy. We reviewed complaint investigations and found concerns had been thoroughly investigated, with responses demonstrating openness and honesty.

Leaders monitored complaints through governance processes and analysed trends to identify opportunities for improvement. Between August 2025 and August 2026, the service received 10 complaints, with clinical outcomes identified as the most common theme. Learning from complaints was shared with staff through governance and team meetings and was used to improve communication, appointment scheduling and service delivery.

The service made sure that patients could access the care, support and treatment they needed when they needed it.

he service monitored access to care and treatment to help ensure patients were able to access services in a timely and equitable way. Leaders reviewed referral to treatment (RTT) times, appointment availability and cancellation data to understand demand and manage capacity.

Between July 2025 and August 2026, referral to treatment times increased from 5 weeks to a peak of 19 weeks in April 2026 before reducing and stabilising at 15 to 16 weeks. The average RTT during the 13-month period was 13.3 weeks. Leaders told us this reflected wider commissioning arrangements, including activity restrictions and minimum waiting periods introduced across local healthcare systems.

The service monitored appointment cancellations and patients who did not attend appointments. Leaders told us they had previously experienced higher did not attend (DNA) rates and had introduced reminder calls 3 days before appointments to support attendance. Staff also contacted patients who were late for appointments where appropriate. Managers ensured patients who did not attend appointments were contacted and offered alternative arrangements where appropriate.

The service considered patients' individual accessibility needs when accessing care and treatment. Staff told us support could be arranged for patients with hearing or sight impairments, interpreter services were available where required, and the hospital environment was accessible for wheelchair users. These arrangements helped support equitable access to services for patients with a range of needs and circumstances.

Discharge arrangements reflected patients' individual needs and circumstances. Patients received information and support to help them manage their recovery, and follow-up appointments were arranged according to their clinical needs and treatment pathway.

Staff and leaders listened to information about patients who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The service was committed to providing equitable care and treatment for all patients. Staff considered patients' individual circumstances and aimed to ensure people received care that met their needs throughout their treatment journey.

Leaders reviewed patient feedback, complaints and governance information to identify themes, trends and opportunities for improvement. Information gathered from patients was used to understand people's experiences of care and support service improvements where required.

Leaders monitored appointment cancellations to understand the impact on patients and ensure people continued to receive equitable care. During the reporting period between July 2025 and August 2026, the hospital cancelled 688 appointments, representing an overall cancellation rate of 20%. Leaders told us this was largely due to commissioning restrictions that affected activity levels at the hospital and that all affected patients were subsequently rescheduled. Appointments were rearranged from April 2026 onwards, with appointment activity increasing during the latter part of the reporting period.

Staff tailored discharge and follow-up arrangements to individual patients. Patients received information to support their recovery and appropriate follow-up was arranged in line with their clinical needs.

Staff completed equality, diversity and human rights training as part of the provider's mandatory training programme. This included supporting people with a learning disability and understanding how to meet the needs of people with different backgrounds and circumstances.

Patients were supported to plan for important life changes, so they could have enough time to make informed decisions about their future. 

Staff supported patients to prepare for their recovery and ongoing care. Follow-up arrangements were planned according to patients' clinical needs and treatment pathway.

Patients were provided with information about the support available following treatment and how to access further advice if required. This helped ensure patients understood the next steps in their care.