Hendon 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 the service involved people and treated them with compassion, kindness, dignity and respect. We checked that people’s privacy and dignity was respected. We 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. We also looked for evidence that staff wellbeing was valued, and that staff were supported and enabled to deliver consistently person-centred care.

At our last assessment we rated this key question good. At this assessment the rating has remained as 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.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated all colleagues with kindness and respect.

Staff attitudes and behaviours when interacting with patients showed that they were discreet, respectful and responsive, providing patients with help, emotional support and advice at the time they needed it. We observed positive interaction between staff and patients. Patients reported that staff were friendly, approachable, kind and respectful.

Staff supported patients to understand and manage their care, treatment or condition. We observed a consultation where the doctor fully explained the care and chosen treatment option and checked the patient fully understood. All patients we spoke with understood what would be happening next with their care and treatment.

Staff understood the individual needs of patients, including their personal, cultural, social and religious needs. We observed posters encouraging patients to tell staff if they required additional support, this included but was not limited to interpreters, larger print leaflets and support for language- based learning disabilities.

Staff reported positive staff interactions with all colleagues. They also reported that they could raise concerns about disrespectful, discriminatory or abusive behaviour or attitudes towards patients without fear of the consequences.

Staff maintained the confidentiality of information about patients. We observed all patient related records being stored securely and all computers had privacy filter screens to avoid unauthorised access to patient information. This was an improvement from the last assessment.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences.

The service made adjustments for patients. Pre‑assessment questionnaires enabled patients to tell staff about their additional needs, this information was accessible to clinicians and supported personalised care planning. The service had a ramp to enter the outpatient department and a lift for access to the ophthalmology clinic and physiotherapy department, to support patients with mobility needs

Staff recognised if people had different needs through their cultural, personal, religious or social history. These were understood and met where possible. Patients reported being treated as individuals and having adjustments made when needed. Patient feedback showed the service extended appointments when necessary to support individual needs. For example, doctors provided follow up phone calls to patients to further explain their care and treatment.

We also observed posters about raising a complaint, requesting chaperones and requesting interpreters that were translated into multiple languages. This included but was not limited to Welsh, Urdu and Spanish. Staff also ensured that patients could obtain information on treatments, local services and patients’ rights.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff and senior leaders told us about the hospital’s flexible approach to scheduling clinics and making patient appointments. The service was open from 8am to 9pm, Monday to Thursday and 8am to 7pm on Fridays to support patients who worked 9-5pm and unsociable hours. The service also had the option of extending appointments were available, when patients were known to have additional needs or to require extra time for discussions with family members during their consultation.

There were posters in patient areas highlighting the chaperone service and informing people of how to request a chaperone. Chaperones were used to help maintain a person’s dignity during intimate examinations or procedures and could provide emotional support and reassurance.

Staff asked patients if they needed support, for example to x-ray in the main hospital, rather than assuming they required support.

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

The service had a Care of the Deteriorating Patient, and Emergency Transfer of Patients policy for staff to refer to. Each consultation room had in-room emergency intercom systems that would allow patients and staff to summon urgent help should it be required.

We observed a doctor making a detailed follow up plan with a patient. We also observed staff supporting patients who were feeling anxious or concerned, by giving extended time to ask questions.

Staff told us they were always considerate of patient's preferences and would gain consent prior to any care, treatment or investigation. They would also ask people if they required a chaperone, in line with the hospital’s chaperone policy, or any other accommodation to make them feel more comfortable. Patients told us that staff were respectful, considerate and supportive, providing excellent care.

The department had self-service access to hot and cold drinks within the waiting area for patients and their families while waiting for appointments.

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

Staff felt respected, supported and valued by colleagues and local leaders. We observed positive staff interactions where all staff were familiar and comfortable with one another. Staff reported that they felt positive and proud about working for the provider and their team.

The hospital had a wellbeing strategy for 2025 to 2028. The purpose of this strategy was “To create a positive culture and working environment where our staff feel supported, healthy, and engaged to deliver outstanding clinical outcomes”. The strategy highlighted the initiatives in place to support staff’s physical and emotional needs. Staff had access to 24/7 mental health support via an app, subsidised gym membership, a cycle to work scheme, flexible working options and access to an in-house masseuse for a limited time.

The provider recognised staff success within the service through staff awards. The hospital was in the process of reviewing staff nominations for their staff recognition initiative ‘Circle of compassion’. The initiative allowed staff and patients to nominate staff who “embodied the hospitals unwavering commitment to show compassion to fellow staff, patients, and their families through dignity, healing, learning, authenticity and kindness”.

The service also published an inclusion calendar that highlighted all religious and national holidays to ensure all staff were aware of religious events like Ramadan and Lent and the impact it could have on staff and patients.

The service recruited internationally educated staff and provided pastoral support for staff once they arrived in the United Kingdom. This included but was not limited to arranging an airport transfer, accommodation, banking and postal support, and providing supermarket gift vouchers.

Staff had yearly appraisals of their work and opportunities for development. The hospital had several apprenticeship opportunities including but not limited to; registered nurse degree apprenticeship, neurodiversity leadership for a thriving workforce, empowering women in leadership and a business administrator apprenticeship. Most staff we spoke with had joined the hospital and progressed through development to other roles such as health care assistants, nurses and managers. Staff we spoke with who were currently undertaking apprenticeships or who had progressed to another role within the service were very grateful and complimentary about the hospital’s passion for staff development.