Hospice of the Good Shepherd

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

Our overall rating of caring at Hospice of the Good Shepherd has improved from good to outstanding.

Staff wellbeing initiatives in 2025 improved resilience and morale, contributing to reduced turnover and sickness absence. Surveys showed increased engagement, with most staff feeling supported and reporting improved morale and teamwork.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We scored the service as 4. The evidence showed an exceptional standard. The service was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

The hospice service user experience report for quarter 3 of 2025/26 results showed show 100% overall experience was outstanding (87%) or good (13%) from a total of 40 service users and families/carers responses. Survey response rate across all services had decreased this quarter by 46%. This was thought to be because of reduced in patient numbers and reduced long stay patients.

The hospice also received 298 compliments which demonstrated that kindness, compassion, and dignity were embedded in the service culture.

Staff attitudes and behaviours were positive when interacting with patients. We observed staff being discreet, respectful, and responsive, providing patients with help, emotional support, and advice at the time they needed it.

Patients receiving bereavement counselling described their counsellor as “professional, kind, compassionate… an asset to the hospice” and said support had “changed my life for the better.” Relatives thanked staff for “dignified, caring and sensitive” care, saying their loved ones were “treated with dignity and respect” and had “a peaceful passing.” Living Well Centre patients reported that staff “truly listen[ed]” and that the hospice was “a sanctuary… not just a centre but a lifeline.”

Staff supported patients to understand and manage their care, treatment, and condition. We heard that nursing and medical staff spent time getting to know families, to establish personalised communication and provide holistic support.

Staff maintained the confidentiality of information about patients. Counselling and social work patients thanked staff through feedback, for handling personal information respectfully and for enabling them to speak openly in a safe space.

Staff directed patients to other services when appropriate and, if required, supported them to access those services. The ‘Bereavement Circle of Support’ drop-in group was for patients, relatives and carers known to the Hospice and who needed bereavement support. The group was a friendly peer support drop-in group run by trained volunteers and was an important space for people who were bereaved to support each other. People could stay and chat together, swap coping strategies or just keep how they were feeling to themselves, safe in the knowledge that they were around people who ‘get it.’ Volunteers could offer more information on bereavement or other support organisations and point people in the right direction.

Staff understood the individual needs of patients, including their personal, cultural, social, and religious needs. We reviewed spiritual care records that were created with patients. We saw feedback stating that “on admission I was shown the greatest respects in my beliefs, my needs and shared care when possible.”

The spiritual/faith room was available for quiet reflection and was used throughout the year for a number of services, including Time to Remember, Harvest, Remembrance, Christmas, and Easter.

There were two link nurses who attend scheduled meetings and provided feedback from ward staff to the spiritual care team. There were also two spiritual care volunteers, one volunteer visited patients on the ward and attended the outpatient group on Wednesdays, and the second volunteer provided support on Thursdays.

We scored the service as 4. The evidence showed an exceptional standard. The service treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The service took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The hospice made appropriate adjustments for patients by ensuring people had appropriate access to the premises and by meeting patients’ specific communication needs.

We reviewed a hospice patient case study which highlighted the complex needs of a patient with both advanced dementia and metastatic cancer, and the impact on both patient and family. The Living Well centre provided holistic, person-centred support beyond physical care. By understanding the patient’s language, cultural identity and love of music, the hospice team adapted care to promote comfort, dignity, and emotional wellbeing. Proactive liaison with primary care ensured effective pain management. The patient’s spouse received respite, emotional support, and the opportunity to share lived experiences. In the final phase of illness, staff coordinated working between the hospice team, primary care and the community palliative care nurse ensured timely support, with continuity as the patient’s condition deteriorated.

Staff ensured that patients could obtain information on treatments, local services, patients’ rights, and how to complain. A patient said, “just the nurses talking to you is reassuring and covers many aspects, all leaflets are very informative.”

Patient response to the service user experience report for quarter 3 of 2025/26 said verbal and written information was 100% positive. Staff made information leaflets available to patients. Managers ensured that staff and patients had easy access to interpreters and/or signers.

Patients had a choice of food to meet the dietary requirements of religious and ethnic groups and to account for allergies and intolerances.

Staff ensured that patients had access to appropriate spiritual support. The spiritual care policy and the Opening the Spiritual Gate app offered guidance on meeting the spiritual needs of individuals from a range of faith traditions. The hospice team completed Opening the Spiritual Gate training in 2023 as part of the EOL Partnership programme. Spiritual care team meetings were held every three months.

We scored the service as 3. The evidence showed a good standard. The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

We saw patients were encouraged to be as independent as possible and there were aides and equipment available such as wheelchairs. Staff were aware of equipment and how to support people to use them. The hospice had physiotherapists and occupational therapists as part of their Living well team.

Young adults reported to the hospice that they felt supported and in control of their own care. Feedback showed that young adults and their families felt respected and empowered.

Information gathered from the service user experience report showed that staff involve patients in decisions, adapt communication styles, and ensured they could control how much family was involved.

Several examples from the inpatient unit referenced personalised support for younger patients, including music therapy, personalised activities, and flexibility around family presence.

Relatives commented on the respectful way staff facilitated difficult conversations, private visits, and time alone with loved ones.

The service user experience report for quarter 3 of 2025/26 results showed that 100% of patients felt they were including in making decisions about their care.

We scored the service as 3. The evidence showed a good standard. The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

During our assessment, we observed that staff were attentive, approachable, and proactive in identifying and addressing patient concerns, whether related to physical comfort, emotional wellbeing, or practical support.

The kitchen staff were responsive to changes in diet and food consistency as patients’ swallowing needs changed, demonstrating the hospice’s holistic and person-centred approach to care.

If patients needed specialist or adaptive equipment their needs were assessed, and requirements met. People who used mobility aids such as walking frames or crutches were supported to do so and wheelchairs were also available if they preferred to use these.

We saw that call bells were responded to promptly.

The service had a multi-faith room, which could be used by anyone using or visiting the service.

Staff gave patients and those close to them help, emotional support and advice when they needed it.

The hospice undertook a scoping review to understand current palliative and end of life care needs across the region, identify inequalities, and clarify priorities for improving equity and access. Findings showed rising demand linked to an ageing population, marked deprivation in key neighbourhoods, and persistent gaps in early identification, advance care planning, and community‑based support.

Staff identified and responded to changing risks to patients. Feedback from inpatient unit families repeatedly highlighted prompt, efficient and compassionate responses during moments of distress or symptom change. Examples included feedback that families appreciated staff ensuring patients were “pain free,” “peaceful” and “comfortable” in their final days.

Relatives commented on how well staff explained medications, symptoms and what to expect, reducing anxiety during end‑of‑life care.

Staff were aware of and dealt with specific risk issues, such as falls or pressure ulcers and care planned for these accordingly. Patients spoke about staff noticing subtle changes, responding fast and providing reassurance.

We scored the service as 4. The evidence showed an exceptional standard. The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The hospice expanded practical wellbeing support in 2025 to enable staff to access meaningful, restorative activities. Examples included a wellbeing day which was provided to all staff in quarter 1 of 2025, in addition to annual leave, recognising the challenges of the previous year and encouraging dedicated time for self-care. Staff could access free wellbeing activities, such as complimentary facials provided in partnership with a local college and free tickets to a wellbeing festival provided by a local business.

The hospice introduced and strengthened the employee assistance programme which offered 24/7 online GP access, counselling, crisis “in the moment” support, financial wellbeing advice, and domestic abuse advice.

The hospice introduced the role of wellbeing champions in 2025, a group of colleagues from across the organisation who signpost staff to support, promote wellbeing initiatives and contributed to a year round calendar of wellbeing events such as a menopause awareness session, stress awareness podcast and financial wellbeing sessions delivered by a national bank.

The hospice facilitated a range of opportunities to enable colleagues to connect outside of routine work pressures. These initiatives were designed to promote wellbeing, engagement, and a sense of community among staff. A regular wellbeing newsletter, offering guidance, tools, and reminders of the support available was provided for staff.

Activities included a Christmas breakfast hosted by the Senior Management Team, as well as “Carols in the Courtyard,” which was followed by refreshments such as tea, coffee, and mince pies. Weekly midday music sessions were also delivered, providing both stress relief and opportunities for social interaction during the working week.

In addition, the hospice supported ongoing social initiatives, including regularly scheduled book club and walking club meetings. A Christmas kindness board was introduced, enabling staff to share messages of appreciation and fostering a culture of kindness among colleagues. Further engagement was encouraged through the organisation of Family Fortunes and quiz nights, which promoted teamwork, collaboration, and informal connection across teams.

Following implementation of the wellbeing initiatives the hospice had recorded reduced turnover from highest rate in 2024/25 of 22% to the current rate 9.6% (4) clinical staff, 11.5% (10) non-clinical and 15.4% (1) medical staff. Reduced sickness absence rates of clinical staff from highest rate during 2024/25 at 8.5% to current rate of between 0.7% and 3%

In addition, improved wellbeing and engagement scores were highlighted in the staff survey with overall engagement score increased by 7% between 2024 survey and 2025 survey, and the workplace wellbeing score increased by 16%. We saw that 81% of staff who contributed to the survey said they would feel able to raise a personal or wellbeing issue if they needed to.

Feedback received from a staff member said “I feel that this past year you have been key in improving team morale and the atmosphere on the IPU and increased positivity and enthusiasm amongst the staff. I believe everyone feels much more involved in their champion / link roles now with having a greater input and accountability.”