Claremont 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

People told us they were treated with kindness, empathy and compassion, we observed staff and saw they were treating patients with respect. We saw staff ensuring that people’s privacy and dignity was protected. The environment supported privacy and dignity. We sought feedback from patients that they were treated with kindness and respect.

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.

Patients told us staff treated them well and with kindness. They told us staff were friendly and caring and gave us positive feedback about ways in which staff showed them respect and ensured that their dignity was maintained.

Staff we spoke with were focused on the patients experience and were caring and compassionate. They told us they cared for people and respected their privacy and dignity. They told us patients needs and preferences were assessed prior to admission in the preoperative assessment.

Partners we spoke with told us that staff were caring and that patients were always treated with respect and kindness by all of the team.

We saw staff were discreet and responsive when caring for patients. Staff took time to interact with patients and those close to them in a respectful and considerate way.

We saw patients were treated with dignity, compassion and empathy. We observed staff speaking with patients discreetly to maintain confidentiality.

Patient feedback collected showed that almost all patients said they were given enough privacy when discussing their condition or treatment and were treated with respect and dignity.

Staff made sure patients living with learning disabilities and dementia received the necessary care to meet all their needs. Staff provided information that was dementia friendly and used hospital passports that supported patients with communication needs, anxieties and other aspects of their care. However, staff told us that it was rare that referrals were accepted for patients experiencing dementia past early onset.

Staff asked patients if they had any communication needs in line with the accessible information standard. There were posters available that signposted patients to ask for help if they needed information in large text, sign language, easy read text or braille. Staff had access to communication aids, translation services and hearing loops were available.

Staff were able to describe how they would make reasonable adjustments for people with learning disabilities and autism, such as allowing extended appointment times and using sensory or communication aids.

We observed positive interactions between staff and patients. Staff spoke with patients in a way they could understand and had a good understanding of their individual needs and preferences.

Patients personal, cultural, social and religious needs were understood and met. Patients care records that we looked at showed their individual needs and preferences were assessed at the pre-operative assessment. Individual risk assessments and care plans were in place to meet their needs.

All eligible staff had completed equality, diversity and human rights training. Staff also completed dementia awareness and autism awareness training as part of their mandatory training.

Patients were provided with information on what to expect before treatment and how to prepare for their procedure and admission to hospital. Information included what would happen after the procedure, preparing to go home and advice on how to look after their surgical wound. Patients were also given information on discharge to help guide and support their recovery at home following surgery.

People's needs and preferences were assessed as part of their pre-operative assessment. Staff supported patients to make informed decisions about their care and told us they listened to people and promoted independence as much as possible.

The views of patients were listened to and taken into account through participation groups or surveys. Staff supported them to do this by asking for feedback before discharge and during follow up phone calls. The service asked patients if they felt informed, involved and supported by staff. We looked at feedback data following our assessment which showed overwhelmingly positive results. The data showed that almost all respondents felt involved in decision making and felt adequately prepared for their treatment or procedure.

Patients told us staff carried out regular observations during their treatment and provided timely pain relief. They told us staff were calm and reassuring and answered any questions they had about their treatment. They told us that any concerns or anxieties were listened to and supported by staff.

Staff told us patients risk assessments and care plans were regularly reviewed and updated. They told us any identified risks were escalated for medical review.

Staff understood the emotional and social impact that a person’s care, treatment or condition had on their wellbeing and on those close to them. Patients told us they were closely monitored by staff before allowing them to leave the hospital to ensure they were suitable to be discharged.

We observed staff regularly engage with and monitor patients during and after their surgery. We observed staff providing reassurance to patients and supporting them whilst providing care and treatment. People who were inpatients and day case patients appeared calm and relaxed.

The service had hospital wide initiatives to support staff and promote their well-being. This included breakfast with the hospital director to give feedback on what was going well and areas of concern. The hospital director also worked shifts in areas in order to get to know staff well and their challenges and achievements. Staff regularly arranged and could take part in team building activities. Managers shared staff achievements, promoted cultural celebrations and employee of the month nominations.

Most staff spoke positively about the wider support they received from the provider. They told us they could access occupational health, counselling services and other tools to support their wellbeing.

Most staff told us there was a friendly, warm and supportive culture that was based on providing high quality care. Staff described managers behaviours to be in line with the hospitals values and principles.

Managers used a sickness and absence management policy. They conducted reviews of sickness absence and said they offered a supportive environment for staff members. Staff told us that they had overwhelming support from leaders when they were sick or going through a difficult time, which we heard examples of during our assessment.

The service had initiatives to support staff workloads, including flexible shift adjustments and utilising bank staff. All staff felt that their workload was manageable and this had positively impacted on their wellbeing at work.

Staff could access the provider’s employee support programme for health and wellbeing. This provided staff with access to human resources, counselling, GP support as well as online services that included mental wellbeing.

Turnover rates were low with many staff having worked at Claremont Hospital for over 20 years. All staff we spoke with said they were happy and proud to work for the organisation.