Spire Washington 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. We also spoke with staff to understand how the service supported their wellbeing.

At our last inspection we rated this key question good. At this inspection the rating remains good. This meant people felt well-supported, cared for and were treated with dignity and respect.

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, compassion and respected their privacy and dignity. Staff treated colleagues with kindness and respect.

Staff treated people with kindness. People felt staff listened to them and communicated with them in a way they could understand. They said they had their privacy and dignity respected.

The patient satisfaction results consistently showed that 97% of patients reported a positive experience of care at Spire Washington.

There was a culture of kindness and respect between colleagues. Staff collaborated with other experienced colleagues to provide support for people with mental ill health and provided support with emotional wellbeing.

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.

Staff understood the emotional and social impact that a person’s care, treatment, or condition had on their wellbeing and on those close to them. Staff supported patients to make informed decisions about their care. Patients were given the opportunity to ask questions, so they understood the decisions they were being asked to make and to ensure they understood their treatment.

Staff understood the anxiety associated with the procedures and supported patients as much as possible. Staff assessed patients’ social, psychological, or religious needs at pre-operative assessment and noted on patients’ records so that any adjustments could be made ahead of admission.

Staff supported patients to make informed decisions about their care. Staff talked with patients, families and carers in a way they could understand, using communication aids where necessary.

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 make decisions about their treatment and wellbeing. Each patient had their own room on the ward.

There was a range of appropriate equipment to support and maximise people’s independence and outcomes from care and treatment.

Appropriate equipment and physiotherapy input supported independence and recovery after surgery.

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

Patients told us they felt staff communicated with them well and in a way they understood. Patients told us staff were kind and responded very quickly to call bells.

Staff ensured that patients living with mental health conditions, disabilities, or dementia received the care they needed, and adapted the service to meet their individual needs. The kitchen catered for different dietary needs.

The service had a dementia and learning disability champion. Patients were overwhelmingly positive about staff responding to their needs.

We heard how staff sometimes went above and beyond to care for patients. A person experiencing housing problems had been accommodated over a weekend stay following confusion about dates and discharge arrangements. Staff chose to help the patient so that he could undergo surgery when all necessary arrangements needed were in place rather than refuse to treat him.

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

Policies and support processes helped staff manage work‑related pressures and maintain their wellbeing. Staff told us they felt supported to deliver high‑quality, compassionate care. Employees had access to a range of wellbeing benefits, including health assessments and an employee assistance programme. A dedicated wellbeing centre provided information, tools and videos for staff seeking additional support.

Leaders told us that staff wellbeing was a priority. The service had trained mental health first aiders who contributed to the provider’s Wellbeing Ambassador Network. This group met regularly to share updates, offer mutual support, and enable ambassadors to provide advice and assistance to colleagues when needed.

Staff were encouraged to recognise excellent practice. They could submit an excellence form to nominate colleagues who demonstrated outstanding care or support. Staff also had opportunities to take part in social activities, including an annual staff party, an Easter egg hunt and other organised events throughout the year.

The annual staff survey was responded to by 91% of staff who worked at the hospital and 94% of these staff were proud to work for the organisation.