Spire Parkway 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.

At our last inspection we rated this key question as outstanding. At this inspection we rated caring as good. We looked for evidence that patients 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 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 evidence showed a good standard. The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff were discreet and responsive when caring for patients. Staff took the time to understand the needs of the patients interact with patients and those close to them in a respectful and considerate way.

Patients said staff treated them well and with kindness. One patient told us they had lovely care and their pain was checked regularly. Another patient told us they were nervous and the staff explained everything clearly, the ward and theatre staff were very caring, the whole process had been excellent. We saw positive feedback from patients displayed that included, ‘staff were wonderful, kind and personable’ and ‘increasingly attentive throughout my stay’.

Staff understood and respected the individual needs of each patient and showed understanding and a non-judgmental attitude when caring for or discussing patients. The hospital had an up to date chaperone policy, patients could request a chaperone and we saw posters about chaperones throughout the hospital.

People were assured that information about them was treated confidentially, and they knew that staff respected their privacy. Staff made sure conversations were not overheard, patient had single rooms and all conversations were behind closed doors. Patients’ privacy and dignity was respected and always upheld. We witnessed staff knocking on doors before entering a room and staff introduced themselves. We observed interactions between patients and staff where staff ensured patients dignity was maintained.

We saw interactions between staff, consultants and bank staff, staff were listened too, respected and treated with kindness. Staff supported each other and offered help between departments.

Staff in theatre gave patients time to adjust to the environment and ensured their dignity was maintained during surgery.

Staff told us senior managers visited the wards daily and offered supported. We saw senior nurses listening and talking with patients with care and kindness.

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

Patients care and treatment was individualised to meet their needs. Care and treatment was planned in advance with the patients and they were aware of their care, treatment and hospital stay.

The hospital had a prayer box that both patients and staff could use. A dedicated room would be identified every day to allow privacy.

There was a neurodiversity box that had headphones and fidget objects that staff could access.

There was access to a telephone interpretation service. There was a choice of food to meet the dietary requirements of religious and ethnic groups and to account for allergies and intolerances.

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

Patients were supported to have choice and control over their own care and to make decisions about their care, treatment and wellbeing. Patients told us they were fully informed of all the treatment options available to them, including the potential risk. They were aware of their condition, the surgery they required and plans in place for any ongoing treatment or follow up.

One patient told us they had sufficient information for what was happening before, during and post-surgery. They also knew who to contact if they needed anything.

We saw the patients menu choices which included hot and cold drinks and food, lighter meal options and specific dietary needs such as vegan and gluten free. Sandwiches were available out of hours.

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.

Patients and relatives had the opportunity to speak with the nursing and medical team caring for them. Staff kept people informed throughout the episode of care. One patient told us they could ask questions, the consent was explained and they were offered food and drink.

The service collected Friends and Family data between March 2025 and March 2026 98% of patients reported that the overall experience was good and very good.

We saw the ward manager and DOCS on the ward talking with patients and relatives during our inspection.

Staff told us about a patient that was admitted with ADHD who was upset and liked drawing, they provided them with some pens and drawing books and the patient settled.

Visiting hours for relatives were flexible, in some cases, family members could stay overnight and the double bedrooms would be used. Relatives were kept up to date of the patients progress and timing for going to and returning to theatre.

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

There was a culture of kindness and respect between colleagues. Numerous staff told us it was a great place to work, they felt respected, listened too and able to raise concerns and suggestions. Staff said they could provide high standards of care and treatment and patients and staff wellbeing was paramount.

Staff told us of some redundancy’s that had occurred in the past 6 months. This was mainly due to Spire centralising administrative activities. This was unsettling for staff and had left some staff feeling vulnerable about their positions and the future, especially in preoperative assessment.

There had been a change of senior management in the past few months and staff told us they felt supported and were not afraid to speak up if they had concerns. They were aware of all avenues available to them to share their concerns. Staff were mostly positive about the culture within the service and most felt listened to and respected. However, we were told of some bullying from previous management that had affected some staffs wellbeing. This had now settled due to the change in senior management.

The new senior managers were visible and visited all areas of the hospital daily. Staff told us they could approach them with any concerns. Staff felt supported by the current senior management.

Staff told us there were opportunities to develop skills and work in other departments. For example, staff in outpatients worked in preoperative assessment and staff from the ward had completed competencies in caring for children that enabled them to look after children. Staff in theatre had training to work as a surgical first assistant to support consultant lists.

The sickness rate between January March 2026 was 5.2% for surgical services, this was in line with the Spire group average of 5.3%. Staff from other departments and Spire hospitals could provide cover for staff who called in sick. Staff that were off sick would be offered physical and psychological support if required.

We saw information displayed about what staff had raised and actions taken from senior managers on the You said, we listened board. This included ‘You wanted to be listened to by managers’, actions taken were for all heads of departments to have 1 to 1 meetings with staff. Staff also said they wanted ‘Trust and confidence in senior management (SMT)’, action was for SMT to be more visible and attend team huddles.

The hospital undertook an annual staff survey. Results for 2025 showed 65% of staff intended to stay at the hospital, between 50-70% felt they had a good work life balance and between 72-100% felt they had trust in their manager.

The hospital also carried out a consultant survey. Results showed that 77% of consultants rated the quality of care provided as excellent or very good. We saw an action plan that included to hold speciality meeting and improve communication with regards to new services and medical records audits.