Spire Little Aston Hospital

Leaders and staff knew the service’s vision, aims and objectives and understood how their service aligned with this. There was an inclusive, culturally sensitive and non-discriminatory person-centred approach that was engrained in the values of the service. This was evident in everyday interactions with staff, people who used the service and the public. People felt respected, listened to and safe, and services were designed around what matters most to communities it served.

Leadership was collaborative, supportive and people-focused, with leaders at all levels empowered to act and work together to deliver excellent and sustainable care.

Leaders were visible, accessible and responsive. They embodied integrity, honesty and openness, and built strong, respectful relationships with staff, people and local communities through inclusive and transparent engagement. This resulted in demonstrable improvements in people’s access to care, and their experience and outcomes.

Staff were proud of the service and consistently reported high levels of engagement, pride and trust in leadership. They reported that the service was an inclusive, supportive and empowering place to work. Staff felt alignment with and ownership of the service’s culture, vision and values.

Governance arrangements were clear, coherent and continuously tested, enabling effective decision making, accountability and delivery of the organisational strategy.

The service worked well in partnership with others, sharing accurate and timely data in a transparent and accessible way, with the aim to improve care outcomes and experiences, and to make a positive difference to the local community and environment. The service openly shared good practice and learning across the local system, at neighbourhood level, regionally and nationally.

Learning was a continuous process, embedded through reflection, collective problem-solving, quality improvement initiatives and sharing both mistakes and good practice to deliver high quality care. Learning was systemically shared internally and with other organisations to support measurable improvement in the system and innovation.