St Andrews Healthcare Northampton

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

This means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

Staff were polite, courteous and acted with kindness to patients. There was a friendly and calm atmosphere on the wards with patients interacting with each other and staff members. We observed that staff were approachable and greeted patients whenever they saw them, asking how they were and discussing social interests of the patients. Staff were genuine and compassionate towards patients and ensured that each interaction was meaningful.

Staff told us they had built good relationships and had got to know patients, which helped them deliver person-centred care. They were aware of patient likes and dislikes, cultural and religious beliefs and how the patient wished to be supported within the wards. Staff tried to always be available for patients, visible within the wards and responded to needs quickly. They always attempted to maintain the privacy and dignity of patients, treating them as individuals.

Patients we spoke with told us staff treated them with kindness, compassion, dignity and respect. Patients stated that staff would preserve their privacy and were caring.

There was a relaxed atmosphere on the wards with staff and patients engaging with each other. Staff and patients had a friendly rapport with each other while keeping a respectful and professional relationship. Staff and patients addressed each other on first name terms and discussed social topics. Staff and patients were seen engaging in activities on the ward using the pool table and computer games console.

Staff built good relationships with patients and demonstrated good knowledge around the importance of personalised care. Staff told us that it helped them do a better job if they took the time to know their patients, their recovery goals and learned how they wished to be supported within the hospital. Patients were encouraged to be involved in their care and treatment which helped staff understand individual needs.

Care plans were person-centred and evidenced patients were involved in their development and reviews. They included patient preferences and were written collaboration with the patient. The multidisciplinary team discussed recovery and progress with patients and families in a way everyone could understand.

Staff said they had access to interpreters when required. One staff member was in the process of learning British Sign Language.

Staff supported patients to be as independent as possible and make choices regarding their care and treatment. Patients were supported with meal choices, daily living activities and encouraged to utilise section 17 leave to access the community and local shops.

Patients had regular ward reviews and regular 1 to 1 time where they could share feedback of their care and request aspects of their care which they thought were missing. All wards had weekly community meetings in place where patients could discuss areas impacting them including if patients felt safe, patient privacy and any concerns. Where actions were identified they would be noted along with who was going to complete them. Information was available on ward notice boards informing patients of their rights, Care Quality Commission contact details, feedback on care, the complaints process, an activity timetable, meal choices, interpreter services, advocacy and general well-being information.

Staff were able to help facilitate patient involvement and choice by providing information in different formats as appropriate including translation services, easy read and large print. Staff were aware of Independent Mental Health Advocacy services that visited the ward and how to refer patients to them.

Family and friends were able to visit patients often and whenever they liked, with accommodation available on site for families to stay a maximum of three nights. Staff were able to provide private rooms as patients and families would request time to eat and pray together.

We observed staff providing care and responding to patient's needs appropriately. Staff were responsive to requests for support, and we observed staff proactively engaging with patients to address their needs, for example by asking if they wanted to join in group activities or offering drinks and snacks.

Staff told us they supported patients in an open and honest way and were responsive to their needs. Staff demonstrated a good knowledge of both the safety and risks on the ward environment, detailing the technology and equipment available to maintain patient safety. Staff used de-escalation techniques to reduce the need for physical interventions when patients' behaviours became heightened and provided emotional support. Patient care records demonstrated that staff knew patients' needs well and could respond promptly and appropriately to them. The multidisciplinary team recognised and discussed patients changing needs daily and adapted their care plans accordingly.

Advocacy services were made available to patients where they supported patients on wards and attended meetings. Staff told us that advocacy services would be changing at the start of April 2025, going from a service commissioned by the hospital to a service commissioned by the local authority.

Patients told us they felt able to approach staff if they had any concerns related to their health, treatment, or medications. Patients said that staff always had the correct information and were always available to listen to them and responded in a respectful way.

We received positive feedback from staff around the culture of the ward and hospital. Staff were very positive about the management within the ward and said they felt valued and recognised and their achievements were due to the support and guidance provided to them. It was observed that management staff altered their work hours, so they were able to meet staff who worked on the night shifts and offered guidance and support via an open-door policy. Joint manager meetings were held which included managers from the Child and Adolescent Mental Health Services (CAMHS),the 2 acute wards and the psychiatric intensive care unit.

Staff told us they received adequate breaks and rest periods. They attended regular team meetings and huddles where knowledge and learning were shared. Regular supervisions were in place, and they were encouraged to give feedback on the service. Staff had access to a freedom to speak up guardian, who they could speak to confidentially. Managers supported staff through regular managerial supervisions and annual appraisals.