Archived: King Edward VII's 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 people and communities were always at the centre of how care was planned and delivered. We checked that the health and care needs of people and communities were understood, and they were actively involved in planning care that met these needs. We also looked for evidence that people 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 found that care was person-centred, responsive to people’s needs, and supported choice and continuity.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

The service demonstrated a strong commitment to person-centred care, with clear evidence that patients and their families were actively involved in managing care decisions.

Records showed detailed documentation of patient preferences and needs, and clinical staff engaged in regular rounding to speak directly with patients and their families. These conversations informed real-time adaptations to care, ensuring it remained responsive and personalised.

On the wards, staff were consistently attentive and prompt in meeting patients’ needs. Requests for support, including pain relief, were addressed quickly and compassionately. This responsiveness, combined with the visible presence of staff and their willingness to listen, created a reassuring environment where patients felt heard and respected.

Staff demonstrated alongside structured care and treatment, well planned discharge, inclusive communication, and a culture of empathy. Staff reflected a holistic approach to care, one that prioritised dignity, choice, and individual wellbeing at every stage of the patient journey.

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

Staff demonstrated an understanding of the diverse needs of their patient population and local community. Pre-assessments were used effectively to identify individual requirements, including special diets and cultural preferences, which were then communicated and accommodated. Importantly, staff remained flexible and responsive when new needs emerged, ensuring care remained person-centred and adaptive.

Patients with specific needs, such as those living with dementia or autism spectrum disorder (ASD) were prioritised on theatre lists, reflecting a proactive and inclusive approach to care planning. Families were welcomed to stay with patients, helping to create a supportive environment that respected emotional and social needs alongside clinical care.

Continuity and coordination were also evident in operational practices. Staff meetings were held to discuss shift flexibility and reduce reliance on temporary staff, which helped maintain consistency in care delivery and improved patient experience. These efforts contributed to a joined-up service where patients received care from familiar, well-informed staff who understood their journey.

Overall, the service delivered care that was not only clinically responsive but also socially and culturally attuned ensuring that people received treatment in a way that respected their individuality, supported their choices, and maintained continuity throughout their care pathway.

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

Although the hospital primarily relied on paper-based systems and had limited use of administrative technology, staff ensured that patients still received clear, accurate, and timely information.

Staff assessed the communication needs at the time of the initial assessment for all patients. Most communication was delivered in written form, including comprehensive discharge booklets, daily care plans, and pre-operative materials. These resources were tailored to individual needs and helped patients, and their carers understand what to expect throughout their care journey.

Despite the lack of digital systems, staff maintained high standards of documentation and communication. Regular patient rounding and face-to-face discussions ensured that any updates or changes in care were shared promptly. This approach supported continuity, transparency, and patient involvement, demonstrating that even in a low-tech environment, person-centred care remained a priority.

Staff encouraged people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

Leaders monitored complaints and investigated them in a timely manner. All complaints were acknowledged within a target of 3 working days and 100% responded to within 40 working days. Learning outcomes from complaints were shared with staff and improvements made because of the learning. We saw evidence that learning posters were introduced, and complaints discussed at staff forums.

Staff conducted regular patient rounding to ensure communication and openness. Patients were encouraged to leave feedback and did so, with mostly positive survey feedback. Results met or exceeded targets for overall experience. However, 55% of respondents said the accommodation fell below their expectations. The executive team were aware of the need for an upgrade in some areas to improve the appearance of some areas.

Staff made sure that people could access the care, support and treatment they needed when they needed it.

There were 2 wards, with the second floor for day surgery and the third floor for inpatients.

Diagnostic facilities included X-ray, ultrasound, two Computed Tomography scanners (CT) and a Magnetic Resonance Imaging (MRI) machine, endoscopy and outsourced pathology services. The hospital has recently purchased a new CT scanner which expected to be in place by the Autumn.

Patients had access to an onsite physiotherapist who carried out assessments. Patients were given appropriate equipment such as crutches, hoists, and Sara Steady (a special chair on wheels that helps people who have trouble standing or walking move safely from one place to another) were available. Specialist equipment was rented as needed.

Theatres were managed to accommodate the needs of patients and the service. Staff gave us examples of when they would prioritise patients dependent on their individual needs. Patients could request to stay overnight if required.

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

Staff used pre-operative assessments to identify individual needs, including special diets, religious and cultural preferences, and communication requirements, ensuring these were accommodated throughout the care journey. This proactive approach helped reduce barriers to equitable care and ensured that people from diverse backgrounds received support that respected their values and circumstances.

Patients with individual needs were consistently prioritised on theatre lists, reflecting an understanding of their specific needs and a commitment to reducing anxiety and improving outcomes for these groups. This shows effort to tailor care for those who may otherwise face disadvantages in standard care pathways.

Leaders took steps to improve the continuity and consistency of care by holding staff meetings to discuss shift flexibility and reduce reliance on agency staff. This helped ensure that patients were cared for by familiar, well-informed staff, which is especially important for individuals who may be more vulnerable to fragmented care.

Additionally, the service encouraged feedback from patients and staff, held listening events to remove hierarchy, and used daily cross-departmental meetings to share insights and concerns. These practices supported a culture of openness and responsiveness, where learning from diverse voices informed service improvements.

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

Staff started planning with patients at the pre-operative stage to ensure smooth transitions. Members of the multidisciplinary team were involved at all stages of care and treatment. For example, physiotherapists supported patients from the pre-operative stage, helping them prepare for surgery and recovery.

Physiotherapists provided one-to-one education sessions, known as joint school—for those undergoing hip or knee procedures, offering reassurance and practical advice. Post-operatively, the team used therapies such as ice treatment and cooling devices to reduce pain and swelling, promoting faster recovery.

Staff provided patients with a discharge information booklet. The booklet provided was comprehensive and provided further information for what happened when patients got home.

Patients were given ward contact details at the back of the booklet and a 24-hour phone number for access to specialist nurses.

Patients could use online mobile platforms and call, even months down the line, for information and support. They were encouraged to use this service, which was available 24 hours a day. Staff told us it was a “brilliant” service that allowed patients to manage their wellbeing post-surgery.