HCA Healthcare UK The Harborne 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.

This is the first assessment for this service. We rated caring good. This meant people always felt well-supported, cared for and 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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always 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 were happy with all aspects of their care and information provided and that their wife was able to visit out of hours due to a late return from theatre. Another patient told us staff were compassionate, friendly, and welcoming. We observed staff speaking politely and with respect to patients and relatives. 96% of patients would recommend the hospital to family and friends. We saw numerous thank you cards from patients.

Staff understood and respected the individual needs of each patient and showed understanding and a non-judgmental attitude when caring for or discussing patients.

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 room and all conversation 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.

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 stay in ICU.

Patients could visit the ICU prior to admission to prepare them for the environment and equipment in each room.

The nurse in charge would visit each patient daily to discuss their care and needs and escalate any concerns. One patient found the toilet too low to use and a toilet raise was supplied immediately.

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.

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. Another patient told us that staff took time to explain everything, and they could ask questions.

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.

The unit manager and hospital leads were present on the unit and patients and their relatives were able to speak with them if required.

The nurse’s station was in the centre of the unit allowing full oversight of all rooms.

Visiting hours for relatives was flexible, one family stayed in the hospital whilst the patient was in surgery and were offered beverages throughout this time.

We were told about a patient who had been on ICU and was now on the ward, staff were arranging a wedding to take place in the hospital for this patient. Many staff were directly involved by making the cake, helping with decoration and assisting with arrangements.

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred 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.

Management had a visible presence and that they could approach them with any concerns. Staff felt supported by management. Every Friday afternoon a member of the executive team would walk around the hospital with tea and cakes and offer these to staff. They would invite staff to give feedback, raise concerns and share any information. Both the executive team and staff told us they found this useful to be visible and understand any concerns what was happening in the hospital.

The service had low sickness and absence rates. Staff from other HCA units could provide cover for staff who called in sick. Staff would be offered physical and psychological support if required.

The hospital undertook regular staff surveys through their Vital Voices programme. This demonstrated that staff were proud to work at the hospital. 89% of staff would recommend the hospital as a place to work at. However, everyone we spoke with was very positive about working at the hospital and for the organisation.

When there were no planned admissions or patients on the ICU the RD was able to assist in theatre to maintain and enhance their skills.

There were multifaith rooms for staff, patients and relatives to use.

Several recognition programmes were in place for staff. The Daisy Award was given to clinical staff as recognition of outstanding work. A Bee Award was in place for non-clinical staff. The names had been designed as Bees and Daisy’s could not function without each other. The Chief Executive Officer recognised staff by sending handwritten thank you cards to staff who had gone the extra mile.