Spire Little Aston 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

The service worked with patients to understand and manage risks. Care met patients' needs in a way which was safe and supportive and enabled them to do the things that mattered to them.

We looked for evidence that patient were treated with kindness, empathy, and compassion. We assessed the levels of patient’s privacy and dignity afforded to patients. We asked patients to tell us about their experiences, if they were respected, if 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 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 has remained Good. This meant people were supported and treated with dignity and respect and were 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 patient with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff treated patients with compassion and kindness, respected their privacy and dignity, and took account of their individual needs. Staff were discreet and responsive when caring for patients. They took their time to interact with patients and those close to them in a respectful and considerate way. Staff avoided holding private conversations over patients.

Recent patient satisfaction surveys showed 96.4% of patients felt they were given enough privacy when discussing their condition or treatment.

Recent patient satisfaction surveys showed 94.3% of patients at the hospital felt they were treated with dignity and respect.

Patients told us staff were welcoming and helpful and friendly, kind, attentive and professional. We observed staff speaking to patients with empathy, in a kind manner and ensuring their privacy was respected.

Chaperones were provided if requested by patients or consultants. There was clear information advising patients they could ask for a chaperone. Staff completed competencies in relation to chaperoning and were formally assessed to ensure they were familiar with the chaperone guidelines. There was enough space at reception for patients to speak to staff privately.

The service treated patients as individuals and made sure patient’s care, support and treatment met their needs and preferences. Staff took account of patient’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff understood and respected the personal, cultural, social, and religious needs of patients and how they may relate to care needs. For example, we saw a prayer box was available which contained items such as a prayer mat, candles, a prayer book and a cross and a sign to put on the door as rooms were interchangeable.

Toilets were unisex and leaders told us how they had recognised the importance of ensuring sanitary bins were available for all patients.

Managers made sure staff, and patients, families and carers could get help from interpreters or signers when needed. There were hearing loops available in reception areas for patients if required.

Patient satisfaction surveys showed that Spire Little Aston hospital demonstrated high level of patient satisfaction with consultants and that 96% of patients would be extremely likely to recommend their consultant to friends and family if they needed similar care and treatment.

Feedback was gathered through patient surveys and concerns were responded to.

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

Patients were able to have choice over appointments. For example, NHS services were offered on the NHS Choose and book system via electronic platforms. We observed consultants giving patients options, providing verbal and written information, and giving them the opportunity to ask questions.

The hospital also utilised the My Planned Care website provided by the NHS; patients were able to see the services offered as well as waiting times per speciality.

Privately insured and self-funded patients could book via telephone, the consultant online booking system and direct through insurers. There was lots of patient information readily available explaining rights and choice.

Patients were able to take a family member or care with them to their appointments. The hospital also offered telephone and virtual appointments to patients.

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

Patients could access the service when they needed to and received the right care promptly. Outpatient clinics operated from 8am to 8pm from Monday to Friday and from 8am to 1pm on a Saturday.

The hospital completed patient surveys to ensure they understood patients' needs, views and wishes.

We observed staff listening to patients. They were given the opportunity to ask questions or raise queries in relation to their care and treatment. We heard an example of how staff had reacted quickly when a patient had become unwell in the waiting area.

Patient bookings were completed via a central team. The outpatient's department saw a total of 84,937 patients between 1 May 2025 and 20 April 2026.

There was an allocated quiet room which changed daily. Staff also told us they could utilise empty consulting rooms.

The evidence showed an exceptional standard. The service always cared about and promoted the well being of their staff and was exceptional at supporting and enabling staff to always deliver person-centered care.

The hospital had various initiatives to support staff well-being including employee assistance and reward schemes. We heard how staff could access free soup and a roll, free fruit, coffee, biscuits and herbal tea. Staff had access to resource and facilities for safe working. This included being able to take breaks. Staff were entitled to a free comprehensive health check every 2 years.

Leaders arranged special days such as nurses' day when staff could drop in to enjoy, tables with vintage tea plates, pots of tea and sandwiches. There was also an upcoming black-tie event to celebrate the anniversary of Spire. Staff could nominate other staff for an award, and they could receive a voucher. This was recognised during huddle meetings. Staff well being was an agenda item in team meetings.

Staff were able to provide feedback, raise concerns and suggest ways to improve the service or staff experiences and could expect a response. They had access to personalised support which recognised the diversity of a workforce with proactive and reactive measures. Staff felt valued by their leaders and their colleagues. Staff had opportunities to contribute to service development.