Nuffield Health Shrewsbury 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 patient could access care in ways that met their personal circumstances and protected equality characteristics.

At our last assessment we rated this key question as good. At this assessment the rating has remained good. This meant patient’s needs were met through good organisation and care delivery.

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 usually 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 

Patients had a preoperative assessment review to ensure their suitability for any procedures.

Patients who used services were involved in planning and making shared decisions about their care and treatment, so it was  centred around them and their needs. We reviewed 10 sets of patients medical and nursing notes and found these reflected the patients’ needs.

Staff monitored patients’ personal needs including, mobility, pain and dietary requirements. The patient records we reviewed showed daily documentation from nursing and medical staff about test results, patients’ progress, discharge plans and discussions with relatives. Consultants responsible for the patient’s overall care would visit patients on the ward and communicate any care needs with the nursing staff. 

Staff provided person-centred care which considered the individual needs of the person. The hospital was fully accessible to patients with limited mobility and wheelchair users. There were lifts to the first and second floors and wheelchairs available if required.

Managers made sure staff, and patients, families and carers could get help from interpreters or signers when needed. 

Patients were given a choice of food and drink to meet their cultural and religious preferences. The catering services adapted to the needs of the patients.

As per Royal College guidelines private or self-pay patients were told about and knew all the planned and possible costs, including the costs of future surgery and dealing with possible complications. When a patient was responsible for paying the costs of their care or treatment (either in full or partially), they were provided with a statement specifying the terms and conditions in respect of the services to be provided, including as to the amount and method of payment of fees. Where possible this was always provided in writing prior to the commencement of the services. 

The service had systems to support patients with complex healthcare needs, sensory loss, mental health, learning disabilities and dementia. Staff were able to access support through 

There was a quiet room available for patients or staff that had massage mats on the chairs and some information around different faiths, however some of this information needed updating. We saw a sign in the waiting area inviting patients to ask staff if they wanted a quiet space.  

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.

Between 1 September 2025 and 31 August 2026 there were 3895 patient surgical operations of which 3109 were day cases and 786 were inpatients at Nuffield Health Shrewsbury. Surgical activity was split between private and NHS pathways. Nuffield Health Shrewsbury operated predominantly through a planned and elective care model delivered via booked inpatient, day‑case and outpatient pathways. The hospital provided a wide range of surgical specialties to meet the needs of the local community

The service planned and provided care in ways which met the needs of local people, and the communities served. They worked with others in the wider system and local organisations to plan care where relevant. For example, leaders had met with other organisations to discuss specific needs in their area with developments for surgical outpatients in a rural community to reduce travel time for patients.

The healthcare account manager visited GP surgeries to distribute newsletters to provide updates on hospital development, available services, and referral pathways. The hospital was also a member of a representative body for independent sector healthcare meaning they received regular updates and insight regarding national healthcare priorities and developments.  

We were told how the hospital had recently welcomed the local MP to discuss NHS contracts, the needs of the local community and the ways they may be able to help further.

The service had systems to help care for patients in need of additional support or specialist intervention.  For example, managers told us they worked well and in collaboration with local trusts to ensure specialist services could be available when needed.

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

Patients could get information and advice that was accurate, up-to-date and provided in a way that they understood, and met their communication needs. 

Patients had information which met their individual needs. This included making reasonable adjustments for them, interpreting and translation for patients whose first language was not English and for deaf patients who used British Sign Language. Information was also available in easy read for people who had a learning disability.

Patients or their loved ones could contact the hospital for advice following their discharge and were given the telephone number of the inpatient ward which was open 24 hours a day  

A range of information was available to patients, including leaflets on various surgical procedures, investigations and advice for maximising their health. We asked if information was available in alternative languages and were shown how required leaflets could be produced. 

There was an accessible information standard operating procedure that outlined the actions to be taken for the management of communication needs of patients including the process to follow and any actions required. 

The service generally 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 told us patients knew how to give feedback about their experiences of care, including how to raise concerns or issues and that they could do so in a range of accessible ways. People, their family, and carers could feel confident that if they complained, they would be taken seriously and treated compassionately. 

Complaints or concerns were investigated thoroughly, and patients received a response in good time because complaints were dealt with in an open and transparent way, with no repercussions. We reviewed the last 3 formal complaints and noted they had been fully investigated and responded to within the timeframe set out in the local policy.

Patients could take any unresolved complaints to a third-party organisation or to the parliamentary ombudsman, if an NHS patient. Patients were kept informed about how their feedback was acted on. Where improvements were required this was shared with complainants. For example, 72-hour pre-operative telephone calls for surgical patients had been commenced. The calls provided an opportunity for patients to raise questions; confirm they understand their preparation requirements and discuss any concerns before admission. The calls had provided valuable information and reduced cancellations on the day of surgery.  

Learning from complaints and concerns was seen as an opportunity for improvement and leaders could give examples of how they incorporated learning into daily practice. For example, a senior manager and a customer services team member undertook regular patient visits to gain first-hand insight into patient experiences and identify opportunities for improvement. The direct engagement allowed staff to respond quickly to concerns, understand any challenges along the patient pathway and continually improve the service provided.

As a result of patient feedback, managers have reviewed and improved patient information to ensure they clearly explained each step of the journey from referral through to admission and recovery. 

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

Managers monitored waiting times and made sure patients could access services when needed and received treatment within agreed timeframes and national targets. The service kept detailed information of all NHS patients within line with their NHS contracts which identified NHS patients could not be treated within 14 weeks unless identified as clinically urgent by the surgeon. Nuffield Health Shrewsbury performance was in line with, and in some areas stronger than, regional peers. Nuffield Health Shrewsbury met the 18‑week referral to treatment time (RTT) performance target for all surgical specialities with the shortest wait for vascular surgery (8 weeks 5 days) and longest wait for plastic surgery (16 weeks 2 days). Staff told us they actively reviewed waiting list to ensure patients were offered an operation date as soon as possible after the required 14 week timeframe. Staff said they regularly contacted patients on the waiting list to check they still required the operation and when needed removed patients from the waiting list if they wished it.

Surgery was planned in line with the patient’s wishes. Any urgent surgeries were expedited. Surgeons had dedicated theatre slots to meet the needs of the patients under their care.

The hospital staff managed the bed occupancy and patient flow well. Managers and staff worked to make sure patients did not stay longer than they needed to. Staff planned patients’ discharge carefully, particularly for those with additional needs. Staff liaised with GP’s and community services when patients had complex needs. 

Managers worked to reduce the number of cancellations on the day of surgery. Between 1 August 2025 and 31 July 2026 there had been 76 patient operations cancelled on the day of surgery. The highest number of cancellations on the day were due to incidents relating to equipment or facilities, this included 2 incidents in January 2026 2 which resulted in 25 cancellations on the day. Patients were all rebooked into next available list within January and February. The second highest number related to patient delayed or cancelled and staff availability (20 cancellations in total). Managers made sure they were rearranged as soon as possible and within national targets and guidance. 

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 monitored patient access and outcomes to identify potential health inequalities. This information was used to inform service planning a delivery. There were systems and processes for gathering feedback which enabled collection of information about equity of patient's experiences and outcomes. 

All areas of the hospital were wheelchair accessible and there was lift access to all floors. The hospital had 10 disabled parking bays and 1 disabled toilet with call bells and rails. Hearing loops were available at the reception desk. At the time of the inspection the weather was warm, and the hospital had invested in several air conditioning units.

People who did not speak English as their first language could access the service. Staff had access to interpret services by telephone. Patient information was available in different languages.

There was patient information for cataracts surgery which was printed out on yellow paper so patients could see this, it also had larger print.  

Discharge arrangements optimised the outcomes for all patients, including those with protected characteristics. Where necessary, carers and community services were involved to encourage and support a return to the patient’s pre-admission condition.

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

Patients were given sufficient time to ask questions about their treatment options and future care needs, and staff provided additional support to help them understand what these options involved. This enabled patients to make informed choices and plan their future care effectively. When seeking consent for invasive procedures, staff ensured patients received clear information about the potential risks and benefits of undergoing the treatment, as well as the possible consequences of choosing not to proceed. Patients we spoke with felt the information they were given was clear and accurate and provided in a way they could understand. 

Staff discussed health lifestyles for going home and recovery from the patient's operation. They reinforced key information and gave written advice based on current best practice.

Discharge summaries were given to the patient to take home and with electronic copies sent to their GP. Follow up appointments were made before discharge. Physiotherapy staff ensured patients were aware of ongoing physiotherapy appointments and exercises required following procedures.

Prior to admission, private patients would meet with the private patient coordinator to discuss costs, review what was covered under any insurance and offered finance options. This ensured patient were aware of all costs prior to admission.