The Ridgeway Hospital

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

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 Caring.

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

The service treated patient with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff consistently treated people with kindness, empathy and compassion, and respected their privacy and dignity. They knocked on people’s doors and waited to be invited in, greeting each person warmly and spoke in a friendly, approachable way that helped people feel at ease. Staff supported people to understand and manage their care by giving clear explanations and encouraging questions. One person told us staff explained their procedure in detail, including the possible risks, which helped them feel informed and reassured.

People spoke highly of the care they received, describing staff as “brilliant”, “attentive” and “experienced”. One person said, “From the very beginning, the professionalism, care and kindness were second to none.”

The service collected patient feedback using the nationally recognised ‘Friends and Family Test (FFT)’. The overall FFT care scores from patients admitted to the hospital was consistently above the NHS England Inpatient average. The survey results (March to May 2026) showed that patients felt involved, were informed about their care and were treated with dignity based on feedback from 492 patients.

Staff understood people’s individual needs. During triage and history taking, they explored each person’s personal, cultural, social and religious circumstances, and used this information to tailor their approach. This information was shared sensitively during handover, so every team involved understood what mattered to each person. Staff interacted with one another in a friendly and respectful way when discussing people’s care, ensuring updates were passed on clearly and thoughtfully.

Staff protected people’s dignity and confidentiality. Personal conversations took place inside people’s rooms so they could not be overheard, and discussions between staff were held in a closed room with only those who needed to be present.

Staff told us they felt confident raising concerns if they witnessed behaviour that was disrespectful, discriminatory or abusive towards people. They said they could speak up without fear of negative consequences, and that concerns were taken seriously and acted on promptly.

People experienced care that was considerate, reassuring and delivered in a way that upheld their dignity and recognised their individual needs.

Staff ensured patient records were stored securely to maintain their confidentiality, including the locking of computer screens to ensure unauthorised persons could not access or view patient related information. However, data showed there had been 27 reported incidents of ‘actual data breaches’ where confidential information was disclosed in error, between April 2025 and May 2026.

The service treated patient as individuals and made sure patient’s care, support and treatment met patient’s needs and preferences. Staff took account of patient’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff treated each person as an individual and made thoughtful adjustments when people needed extra help. A member of staff in the pre-assessment unit explained most appointments took about an hour, but they offered additional time to people who had communication needs or who needed more support to express themselves. Staff used a detailed questionnaire to learn about each person’s history, preferences and circumstances, which helped them plan care in a way that recognised what mattered to everyone.

People could access information in different languages, and staff made sure written materials were available in formats that suited the needs of the patient group. The service also provided different ways for people to share worries or give feedback, recognising that people prefer to communicate in different ways. For example, people could use a digital code displayed around the hospital or send an email if that felt more comfortable. The staff member responsible for concerns kept a clear record of new, ongoing and completed issues, helping people feel confident that their feedback would be acknowledged and responded to.

Staff supported people to make choices about their day-to-day experience. When people arrived, they were given a menu so they could choose meals they preferred, including options that met cultural, religious or dietary requirements. Staff checked for allergies and intolerances and adapted meals to meet people’s needs. One person told us, “The catering staff and the food were restaurant standard.”

Staff communicated well throughout the day. One person said they were welcomed at reception, shown to their room and given a simple tour so they knew where everything was, which helped them feel calm and settled.

The service promoted patient’s independence, so patient knew their rights and had choice and control over their own care, treatment and wellbeing.

Patients were supported to make their own choices and remain as independent as possible. Staff involved patients in decisions about their care, and patients chose how they dressed, what they ate, and when they took part in activities.

Staff asked patients when they wanted certain parts of their care. For example, one person had felt unwell the previous day, so staff asked when they would like their physiotherapy session. They chose mid-morning so they could have breakfast and a wash first, and staff planned their care around this choice.

Patients felt supported after surgery. Staff ensured each room had equipment to help patients stay mobile and comfortable, such as walking frames and ‘booties’ that helped reduce swelling after knee surgery. Staff encouraged early movement to help patients build confidence and maintain independence.

Patients were encouraged to stay connected with family and friends. Some had relatives with them to provide extra support, and staff welcomed this. One person had their partner with them after eye surgery because they could not see well and needed help to get home. Staff explained that relatives and friends were always encouraged to stay when needed.

Staff shared clear plans during handovers, so everyone understood what each person had planned for the day. This helped staff support patient’s choices and keep care consistent.

Staff also carried out checks that helped people remain independent and well supported, such as reviewing the risk of falls and looking at alerts on patient files. This meant staff could provide the right level of assistance while still promoting choice and autonomy.

Patients received care that respected their preferences, supported their independence, and gave them control over how their day-to-day care was delivered.

Staff listened to and understood patient’s needs, views and wishes. Staff responded to patient’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff responded to people’s immediate needs in a calm, caring and timely way. Call bells on the inpatient unit were answered without delay. One patient explained that after feeling dizzy and collapsing in the bathroom following surgery, they used the emergency bell and five staff members arrived straight away to help them back to bed. Call bells were placed within easy reach, and bathroom bells had long pull cords so people could use them while seated or standing.

Staff anticipated when patients needed support and acted quickly to maintain comfort. One patient said their pain was “managed very well”, and this was reflected in regular pain assessments recorded in their notes. Staff recognised when someone appeared uncomfortable or needed assistance, even when the patient had not verbally asked for help.

Staff responded promptly when someone’s condition changed. On the pre- assessment unit, patients with concerning vital signs were escalated to the anaesthetist without delay. In another example, a healthcare assistant raised an emergency call when a patient’s surgical site began bleeding during personal care. Staff arrived immediately, managed the situation and provided reassurance throughout.

Staff understood how to recognise when patients needed urgent help and knew how to respond in the most appropriate way. Leaders monitored response times and ensured staff were available to support people quickly when they asked for assistance or when staff noticed signs of distress or discomfort.

This meant patients experienced care that was timely, attentive and responsive to their immediate needs, helping them feel supported and reassured when they required urgent help.

Staff gave patients and those close to them help, emotional support and advice when they needed it. They were empathetic and considerate of the stress of a theatre environment.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff felt supported in their roles and described the workplace as positive and encouraging. They told us their managers were approachable and responsive, and they could raise concerns or personal worries at any time and be listened to. Staff said they had the training and skills they needed to carry out their work effectively.

Staff had access to mental health and wellbeing service and a dedicated customer care counsellor. This was available 24/7 and 365 days a year. Information about this service was displayed in the staff rooms.

Staff were able to take their breaks during shifts, which helped them manage their workload and maintain their wellbeing. Newly recruited nurses were supported through a buddy system, and other new starters said their induction helped them settle in and understand their responsibilities.

Staff appraisals were up to date, and staff told us these conversations included discussions about their development and future opportunities. One staff member explained that flexible working arrangements were offered when their personal circumstances changed, and their manager checked in regularly to ensure they were coping well.

Staff were invited to take part in an annual staff survey which were ongoing at the time of our inspection. We reviewed the 2025 staff survey which showed a high response rate of 73%. The survey showed that the scores across 7 of 8 areas of focus had deteriorated when compared to the previous year, in the theatre department. However, staff told us improvements had been made in response to the survey.

There was a local action plan designed to increase engagement and further ensure staff felt listened to. The action plan had identified actions to be delivered by target dates across 7 different areas of focus including well-being, personal growth and leadership.

Staff felt respected, valued and able to carry out their roles in a way that supported compassionate, person-centred care.