Hendon Hospital

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

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

Staff treated patients with kindness, empathy, and compassion. They ensured privacy and dignity was respected, always upheld, and supported patients to make informed decisions about 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.

The service always treated patients with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff provided care in a personalised and compassionate manner. Due to the small size of the unit, patients received care from staff who knew them well and had often met them before admission. Staff described developing positive relationships with patients and maintaining regular contact throughout their admission.

Staff contacted patients following discharge to check on their wellbeing and identify any concerns. This approach helped provide reassurance and ongoing support after treatment.

Staff understood and respected the individual needs of each patient and showed understanding and a non-judgmental attitude when caring for or discussing patients. Consideration of people’s privacy and dignity was consistently embedded in everything that staff did, including awareness of any specific needs as these were recorded and communicated.

We observed staff knocking on doors before entering rooms and patients knew the name of the staff members who were attending to them. Staff followed policy to keep patient care and treatment confidential. We noted that doors were kept closed when patients were being attended to and that all patient records were stored securely.

The service treated patients as individuals and made sure patient’s care, support and treatment met patient’s needs and preferences. From the patient records we reviewed, we saw staff assessed patients’ social, psychological, or religious needs at pre-operative assessment and noted their needs on their records, so that any adjustments could be made ahead of admission.

Staff tailored care to individual needs and planned care around each patient's treatment pathway. Consultants met patients before admission and discussed treatment plans and discharge arrangements. Staff ensured patients understood what to expect before admission and following discharge.

The service completed assessments before admission and considered patients' suitability for treatment. Staff adjusted care plans where necessary and involved patients throughout the process.

We saw food menus and could see patients had a choice of food to meet the dietary requirements of religious and ethnic groups and to account for allergies and intolerances.

The service promoted the patient’s independence, so patients knew their rights and had control over their care, treatment, and wellbeing.

Patients could access services and appointments in a way that suited them. Patients had independence and control over their appointments, which included the date and time of the appointments.

Most patients who attended the hospital were privately funded or insured patients.

Leaders reported there were no waiting lists for the medical service at the time of the assessment. Staff worked together to facilitate rapid access to services for patients.

The service listened to and understood patient’s needs, views, and wishes. Staff responded to patient needs and acted to minimise any discomfort, concern, or distress.

Staff responded promptly to patients’ immediate needs and provided supportive and compassionate care. Patients were warmly welcomed on arrival, and staff introduced themselves clearly, helping to establish a professional caring environment.

The service sought feedback from patients using the Friends and Family Test (FFT). Feedback from people who used the service was consistently positive and demonstrated high levels of satisfaction with the care and support they received. The service maintained an overall satisfaction score of 97.3% over the previous 12 months, which was above the national average. Patients described staff as caring, compassionate, and attentive, and they told us they felt well-supported throughout their care.

Patient survey results showed that 99.3% of people felt they were treated with respect and dignity, while 100% confirmed they were given privacy when discussing their condition and treatment.

Staff involved patients in decisions about their care and treatment and provided information in a way they could understand. Survey results showed that 99.3% of people felt involved in decisions about their care, and 98.3% said they could speak to a member of staff about any worries or concerns. Patients felt confident in the care they received and reported positive interactions with clinical staff.

Patients felt prepared for their care and received appropriate information to support them before and after treatment. Most people told the provider they understood who to contact if they were worried after leaving the service, and they felt ready when discharged.

The provider actively sought feedback from people using the service and monitored patient experience through regular satisfaction surveys. Leaders used this information to understand people's experiences and identify opportunities for improvement.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff gave positive feedback about their wellbeing at work. Staff across all job levels said they were not under too much pressure to perform well and felt their health did not suffer because of their work. Most staff reported a positive work-life balance. Staff also said departments and teams worked well together, and team members and heads of department described a strong sense of family within their teams. Team leaders and supervisors reported opportunities to learn and develop within the organisation.

The provider actively sought staff feedback and achieved a high survey response rate. In 2025, 82.2% of staff (60 of 73) completed the survey, which was higher than the 2024 company-wide average of 63.8%. The provider also achieved an 86% response rate in its 2026 staff survey. Senior managers told us they had improved visibility, accessibility and communication through daily departmental visits, an open-door policy and regular town hall meetings.

However, the staff survey identified some concerns about their experience at work. Staff at all job levels felt their pay was not fair when compared with people in similar roles in other organisations and did not reflect the level of responsibility in their jobs. Staff also reported a lack of flexibility to work in ways that suited them.

Leaders promoted staff wellbeing through a range of initiatives designed to support physical, emotional, and financial health. The provider had a wellbeing strategy in place for 2025 to 2028 which focused on improving staff mental health and resilience, promoting physical health, creating an inclusive workplace culture, strengthening leadership support, and improving staff retention and engagement. Staff had access to a range of wellbeing resources, including a 24-hour employee assistance programme, mental health support, wellbeing training, health assessments, flu vaccinations, discounted gym memberships, and financial wellbeing resources.

The provider supported staff development and career progression through a wide range of apprenticeship programmes. Opportunities were available across clinical and leadership roles, from level 2 to degree and master's level qualifications. Leaders recognised that development opportunities supported staff engagement, retention, and wellbeing by helping staff build skills and progress in their careers.