The Priory Hospital Hayes Grove

On this page

• 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

This means we looked for evidence that the hospital met people’s needs.

At our last assessment we rated this key question good. At this inspection, the rating has remained the same.

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.

Staff within the service based patient care around individual needs and preferences. Due to an identified need, and the identified link between autism and/or ADHD and eating disorders, referrals were made to support patients accessing the assessment pathway if needed.

Staff empowered patients to make their own decisions about their care and treatment. All treatment was patient led and patients were not rushed to complete any stages of their treatment. We saw that discussions took place in one-to-one meetings with a named nurse and in multidisciplinary meetings. Staff monitored patients’ conditions and discussed any changes at daily handover meetings.

Each patient had their own bedroom, equipped with an ensuite bathroom and privacy windows they could adjust.

Patients were allowed smart phones and other electronic equipment whilst on the ward. This was individually risk assessed by staff.

Staff supported patients to maintain contact with their families and carers. Family and friend visits were encouraged and there were various rooms throughout the building where visits could take place.

Where appropriate, patients were supported to access the local community, whether this was for a staff supported social eating task such as snack or lunch out, or for social and leisure opportunities. When possible, group trips were organised and patients shared that they enjoyed these trips.

Staff had regular telephone contact with patients’ families and health professionals. Family members, bed managers and care co-ordinators were all invited to multidisciplinary team meetings. The hospital facilitated attendance by video link if people were unable to visit the hospital in person.

Staff communicated with external services when planning for a patient’s discharge, in order to prepare for their discharge as well as possible.

Staff made notifications to external bodies as needed, including the local authority safeguarding team and the Care Quality Commission.

Information governance systems included confidentiality of patient records. 88.9% of staff had completed Data Protection and Confidentiality training.

Both staff and managers had access to the information they needed to do their job. This included information on the performance of the hospital, staffing and patient care. This information was presented and discussed in monthly clinical governance meetings.

There was effective use of clear signs across doors on the ward, to let patients, staff and visitors know what each room was.

We observed posters in relation to patients’ rights and how to complain. Staff completed a daily information board for patients. This included how many staff were working and what activities were taking place

The hospital monitored patients’ Section 132 rights under the Mental Health Act. This is a requirement for hospital managers to provide detained patients with clear, accessible information about their legal rights and their detention.

Staff ensured that patients could obtain information on treatments, local services, patients’ rights, and how to complain. We observed leaflets and posters on the walls with information for patients.

The service website was accessible to the public and had clear information about the provider, as well as videos about the service. The website has functions to support accessibility needs, including a text to speech function, and options for translation of information into over 100 languages.

The hospital displayed information about how to raise a concern in patient areas. Staff understood the policy on complaints and knew how to handle them. Patients said if they had any complaints, they would speak with nursing staff, their doctor or the ward manager in the first instance.

Managers investigated complaints and learned lessons from the results. Staff received feedback on the outcome of investigation of complaints and acted on the findings.

Patients knew how to complain or raise concerns. Family members also confirmed they knew how to raise concerns with the service.

Patients could feedback about any concerns or recommendations during community meetings. We reviewed minutes from these meetings and saw that the provider was proactive in addressing and concerns or queries that were raised by patients.

Through their robust referral and assessment process, the hospital ensured they could meet the needs of patients that were admitted. When needed, staff made reasonable adjustments for patients.

There was adequate medical cover day and night, a doctor could attend the ward quickly in an emergency and the hospital was within a reasonable travelling distance to the local acute hospital.

Staff ensured patients had access to post-discharge care. Staff planned for patients’ discharge, including good liaison with care managers and co-ordinators.

Staff completed a personalised meal plan and recipe book with patients before discharge, which included a shopping list, meals, snacks and personalised recipes, which were created with support from a dietician.

Through discussions with senior managers and staff, they appeared mindful about potential discrimination and inequality that might affect diverse patient groups, ensuring fair access to care and support.

Staff were trained in equality, diversity, inclusion and human rights.

The service had policies which aligned with equality, diversity, and inclusion principles to prevent disadvantage and promote fairness for all, including those with protected characteristics. 100% of staff had completed mandatory training in diversity and inclusion.

Discharge planning began at admission, with support needs and future goals discussed collaboratively. Staff provided holistic, individualised support to ensure smooth transitions, assisting patients with housing, leisure activities, and employment or education goals. Staff provided essential post-discharge information and resources to patients and their families.

Staff developed personalised care plans that included each patient’s specific needs, preferences, and emotional wellbeing. Care and treatment planning involved a multidisciplinary approach, with all relevant healthcare professionals and external agencies being involved.

For patients returning home, staff engaged with families to ensure a supportive environment.

Staff consistently empowered patients to make informed decisions regarding their care, treatment, and future goals. This was reinforced through regular check-ins and individualised 1:1 sessions, therapy and group work. Staff demonstrated responsiveness, dedicating time to address challenges during difficult periods. The team included specialists equipped to provide both emotional support and practical assistance to patients and their families.