King's Mill Hospital

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• 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.

This key question has been rated good. This meant people’s needs were met through good organisation and 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 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.

Patients who used services were involved in planning and making shared decisions about their care and treatment, so it is centred around them and their needs.

Staff monitored patients’ personal needs including mobility, pain and dietary requirements. We reviewed 17 patient records, care plans reflected physical, mental, emotional, and social needs of patients including those related to protected characteristics under the Equality Act. Staff undertook risk assessments to identify specific needs such as nutrition, hydration, mobility, falls risk and frailty score. Staff made reasonable adjustments to help patients access services. Staff updated patient records daily about ward rounds, medication, patients’ care and treatment. We saw positive interactions between staff and patients. Staff made sure patients living with mental health conditions, learning disabilities and dementia, received the necessary care to meet all their needs.

Staff used personalised documents to provide tailored care. We saw a learning disability care plan completed for a patient that included ‘my usual self’ assessment. This included information on general appearance, facial expressions, body language, vocal sounds, behaviour and things that relax me. This had been completed with the patient and their family. The patient had been reviewed by the trust's disability nurse and safeguarding team.

Patients with learning disabilities, special characteristics and dementia could have carers and a family members stay with them throughout their hospital admission. Staff had access to specialist nurse for support and advice for patients living with learning disabilities, dementia and mental health symptoms.

Patients told us they had enough food and drink and a choice of meals. Patients' dietary requirements were taken into consideration in meal choices.

Patients’ communication needs were assessed and met to maximise the effectiveness of their care and treatment. Translation services were available for people whose first language was not English. Staff knew how to access this service.

We did not look at Care provision, Integration and continuity during this assessment. The score for this quality statement is based on the previous rating for Responsive.

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

People had access to information and advice that was accurate, up-to-date and provided in a way they could understand and met their communication needs.

Patients could access various leaflets such as about the virtual ward, frailty ward, outpatient antibiotic therapy, the stroke unit and the discharge lounge. All contained information about what to expect and contact numbers.

We saw a variety of posters and information for staff, patients and visitors displayed on the wards including, infection control guidance, dementia, falls and sepsis.

Translation services were available for people whose first language was not English. Staff knew how to access this service.

The service made it easy for 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.

Patients knew how to give feedback about their experiences of care and support including how to raise any concerns or issues.

The trust collected friends and family feedback, via a variety of routes including paper, online and text messages, with an average response rate of between 93-96%. The data between December 2025 and January 2026 for the medical division showed 93% of patients rated their care as very good and good.

Staff had access to an online trust complaints policy. Managers and ward staff discussed complaints at daily meetings. Between April to October 2025 there had been 72 complaints within the medical division. Themes included clinical treatment and delays in treatments. All complaints were responded to and action plans developed. Actions included improving communication with patients and relatives and revitalised ‘intentional hourly rounding’ to ensure that patient needs were consistently addressed and any concerns identified and managed promptly. Leaders discussed complaints at divisional meetings, patient experience meetings and benchmarked with other local trusts.

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

Patients could expect their care, treatment and support to be accessible and timely. It was delivered in line with best practice, quality standards and legal requirements. People could always access care, treatment and support when they needed to and in a way that worked for them.

The hospital had wheelchairs and lifts available to access all areas of the hospital. Staff were available at the entrance of the hospital to support and direct people to the correct areas. Wards were clearly sign posted and had swipe card access.

Staff told us patients with mental health symptoms would be given 1 to1 care. Patients with learning disabilities and dementia could have carers or family members with them during their stay.

People could access the inpatient service when they needed. Medical wards were open 24 hours a day all year round. Patient had access to other services within the hospital such as pharmacy, x-ray, and imaging.

SDEC was open 7am to midnight. The virtual ward worked 7 days a week. The service worked with other healthcare professionals to provide a timely service for different healthcare needs including mental health services, community services and GPs.

The multidisciplinary team were involved in the discharge planning for all patients. This commenced early in the patients pathway to ensure a safe transition from hospital to home or another care facility. The trust reported delayed discharged monthly. For October and November 2025 there were 86 delayed discharges. Each delayed discharge was reviewed and actions taken. Delayed discharges were discussed at the trust flow meetings, staff handovers and board meetings.

We did not look at Equity in experiences and outcomes during this assessment. The score for this quality statement is based on the previous rating for Responsive.

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

Patients and families were supported to make informed choices about their care and treatment. Patients we spoke with felt the information they were given was clear and accurate and provided in a way they could understand. Patients were supported to make informed choices about their care and plan for the future. Patients told us they could ask questions and were aware of the plans in place.

We saw ReSPECT forms which also included information on DNAR, were completed and staff were aware of which patients had these in place. We saw these were discussed at staff handover and board rounds and clearly documented.

We saw staff had arranged a family meeting to support a family whose relative was reaching the end of their life to discuss care, treatments and options.