Cleveland Clinic London 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

We looked for evidence that people were always treated with kindness, empathy and compassion. We checked that people’s privacy and dignity was respected, that they understood that they and their experience of how they were treated and supported mattered. We also looked for evidence that every effort was made to take people’s wishes into account and respect their choices, to achieve the best possible outcomes for them.

This was the first assessment of this service. We rated this key question good.

This meant people felt well-supported, cared for and treated with dignity 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.

Staff put patients at the centre of what they did. They took time to interact with patients and those close to them in a respectful and considerate way. During our assessment we observed staff treating patients with kindness and compassion and staff respond to discomfort and distress quickly.

There was a culture of kindness and respect between the staff which we observed in the way staff interacted with each other. We observed support staff were part of this culture, we saw kind and compassionate care between porters and patients when patients were being moved around the hospital.

Patients we spoke with told us they were always treated with kindness and dignity. Staff took time to introduce themselves and patient told us they were not rushed, staff took time to speak with patients which made them feel reassured. All patients we spoke with told us staff took time to explain procedures and care and treatment options and written information was provided for patients to review later. Staff asked for permission before undertaking any procedure.

Patients were given the opportunity to ask questions, so they understood the decisions they were being asked to make. The global patient services team assisted patients from overseas and supported patient’s individual and cultural needs. The service had access to interpreting services to ensure they could communicate well with patients.

We asked several patients if their personal, cultural, social or religious needs had been understood and met. They told us they had been met, and they appreciated staff taking the time to ask about their preferences. We were told how culturally appropriate dietary needs were considered, for example that the chef had spoken with one patient personally to check their needs had been met.

Patients with additional needs had these needs assessed and staff put in place adjustments were needed. Red napkins were used as a discrete way of identifying patient who needed assistance during mealtimes. This assisted in ensuring individual needs were met.

Public areas had signs in braille and announcements in lifts and a listen loop to assist patients moving around the hospital.

The service supported patient independence, choice, and control over their own care and treatment. Patients told us they felt empowered to make decisions about their care, with staff consistently involving them in discussions and answering any questions they had.

The service understood visiting rights and patients' friends and family were encouraged to visit. Most areas had set visiting hours, but patients individual needs were considered and individualised plans could be put in place so support visits outside of set hours. Patients told us their relative's visiting needs had been accommodated and tailored to individual circumstances. We heard examples of children being able to visit and relatives gaining permission to stay past visiting hours.

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The provider had links with local hotels and helped relatives arrange accommodation if this was required. Information on this could be found on the providers website. One patient told us a bed had been set up in their room so their partner could stay overnight. This meant that the provider supported relatives to stay near or in the hospital if they requested this.

Staff were responsive to patients’ individual needs. The provider used pain assessment tools to help patients communicate their needs. There were different tools depending on the patient’s communication ability, for example, in different languages and a non-verbal tool was used for patients living with dementia with pictogram faces for patients to point to.

Patients told us staff responded to any discomfort, pain or distress the patient experienced. One patient described staff as being calm and taking the time to explain and support personal care. Which was particularly helpful when a patient told us they were feeling panicked and unsure and in pain.

Patients told us staff responded to their call bell and constantly checked on them day and night. One patient told us when nurses were busy, they responded to the call bell and spoke with the patient to assess their needs. Staff explained why there may be a delay which the patient found helpful. Another patient gave the example where their request for medications was prioritised over her requests for a hairdryer which she felt was appropriate.

A patient told us they felt valued and that their night nurse had understood pain, giving effective explanation of medications, including side effects. One patient reported that staff were ‘so careful and cautious’. This meant patient’s pain was effectively managed.

There was a culture of wellbeing through inclusivity, active listening and open conversations that ran throughout the organisation including the provider’s values. Staff reported being valued by their leaders and their colleagues and their ability to contribute to decision making. Staff were positively encouraged to speak up. Staff told us there was a good reporting culture which led to an open supportive work environment where people were not blamed but encouraged to learn from mistakes. Managers and leaders were reported to be approachable and visible to offer support.

Staff told us they felt valued and reported they had access to an induction, preceptorship and support. One nurse told us they had monthly team meetings to voice ideas for improvement and felt able to make suggestions.

Staff had regular breaks on their shift and could access a lounge area for staff. This was a comfortable area for staff to relax. The provider had launched several applications for staff to access the employee assistance programmes which included counselling and financial assistance. There were 15 trained mental health first aiders available to staff who might want additional support.

Staff forums were advertised on the staff intranet which encouraged staff to come together and forge relationships outside their immediate area of work.