Clifton Park Hospital Limited

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

This means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question good. At this assessment the rating has remained good.

Good: This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We always treat people with kindness, empathy and compassion and we respect their privacy and dignity. We treat colleagues from other organisations with kindness and respect.

We scored the service as 3. 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.

Patients reported that staff had treated them well and behaved appropriately. Feedback captured through the NHS Friends and Family Test confirmed high levels of satisfaction among day cases, NHS inpatient, and private patients, with ratings consistently marked as good or very good. Survey themes from April, July, and August 2025 highlighted staff as kind, respectful, and compassionate.

Staff attitudes and behaviors when interacting with patients were discreet, respectful, and responsive. Observations confirmed staff provided help, emotional support, and advice when needed, and were calm and reassuring. Staff supported patients to understand and manage their care, treatment, or condition.

Staff demonstrated awareness of individual patient needs, including personal, cultural, social, and religious considerations. They reported feeling confident to raise concerns about disrespectful, discriminatory, or abusive behaviour without fear of consequences. Staff maintained confidentiality and directed patients to other services when appropriate, supporting access where required.

Patient feedback was displayed within the hospital, and staff confirmed cards of thanks and letters were received and logged on to the hospital reporting system.

Description: We treat people as individuals and make sure their care, support and treatment meet their needs and preferences, taking account of their strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

We scored the service as 3. The evidence showed a good standard. The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected.

Staff ensured patients could access information about treatments, local services, their rights, and how to raise concerns or complaints. Information was provided in formats accessible to the patient group, including leaflets in different languages and easy-read versions. Managers ensured interpreters and sign language support were available when required.

Patients described positive experiences during their inpatient stay, reporting satisfaction with dietary choices and confirming the environment was clean. Feedback from NHS Friends and Family Test surveys supported this, highlighting high satisfaction with cleanliness and meals.

Patients had a choice of food that met dietary requirements for religious and ethnic groups and accommodated allergies and intolerance's. Patients with dementia-type conditions were orientated to their environment, received one-to-one care, and carers or relatives were offered the option to stay during admission. Staff also ensured patients could access appropriate spiritual support.

We promote people’s independence, so they know their rights and have choice and control over their own care, treatment. and well being.

We scored the service as 3. The evidence showed a good standard. The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and well being.

The service had ensured patients-maintained control over their own care, treatment, and well being. Adjustments were made to meet individual needs, including accessible premises and tailored communication support. All staff had completed dementia awareness training, and 99.3% had completed the Oliver McGowan mandatory training on learning disability and autism. This training equipped staff with knowledge to understand and support patients with these conditions, ensuring needs were met and joint decisions were made regarding care and treatment.

Patients confirmed they were involved in decision-making throughout their journey, from initial outpatient consultations to surgical pathways. Information was provided prior to appointments and at each stage of care. Feedback was acted upon; for example, patients expressed dissatisfaction with extended waiting times between admission and transfer to theatre. In response, staggered admission times were introduced during pre-operative scheduling meetings, reducing waiting times and improving the surgical experience.

We listen to and understand people’s needs, views and wishes. We respond to these in that moment and will act to minimise any discomfort, concern or distress.

We scored the service as 3. The evidence showed a good standard. 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.

Staff had identified and responded to changing risks to patients, including specific issues such as falls and pressure ulcers, and care was planned accordingly. Professional interpreting services were used to ensure effective communication and maintain confidentiality.

Preoperative assessments ensured staff were informed of patients’ needs, risks, and proposed support to enable effective recovery post-operatively. Patients requiring additional time were given extended pre-assessment appointments and offered hospital visits to meet staff before their procedures. The multidisciplinary team reviewed patients’ needs both pre- and post-operatively to ensure appropriate support was in place at the right time. For example, patients requiring physiotherapy were seen by the physiotherapy team before and after surgery and prior to discharge, with additional outpatient support provided as needed.

We care about and promote the well being of our staff, and we support and enable them to always deliver person centred care.

We scored the service as 3. The evidence showed a good standard. The service cared about and promoted the well being of their staff and supported and enabled staff to always deliver person-centred care.

Staff involvement was encouraged in developing the hospital’s culture and well being strategy. Staff were invited to submit agenda items via the suggestion box or email prior to meetings. Well being initiatives were communicated through daily team huddles, weekly email bulletins, staff noticeboards, the hospital intranet, and departmental meetings.

Staff reported they felt respected, supported, and valued, and were positive about working at the hospital and within their team. Staff appraisals included conversations about career development and how this could be supported. The provider recognised staff success within the service, for example through staff awards.

The staff engagement group met quarterly and was chaired by an identified staff member. The group included representation from every department and provided a forum for staff to share feedback on workplace culture and well being, celebrate achievements, propose new initiatives or improvements, and raise concerns in a safe environment. Meeting minutes and action points were circulated via email to all representatives. Key updates were discussed in team huddles and posted on noticeboards.

Mental Health First Aiders (MHFAs) provided confidential, peer-led support to colleagues experiencing emotional or mental health challenges. Access to MHFAs was identified with signage and profiles on the intranet. They were available across departments for informal conversations or guidance and were trained to signpost staff to professional services when needed. MHFAs also participated in the Ramsay Health Care UK ‘Well being People Resource Group’, which hosted virtual MHFA coffee mornings to share best practices and identify emerging well being themes across the organisation.

The Care First Employee Assistance Programme offered free, confidential support for staff on a wide range of personal and professional issues, including mental health, financial well being, and family matters. Services included 24/7 telephone counselling, online well being resources, and specialist advice and support. Clifton Park Hospital had a dedicated occupational health link nurse (OHLN), who aimed to dedicate up to eight hours per week to the role, increasing during seasonal demand such as flu vaccination season. The OHLN was supported by the Corporate Occupational Health Team.

Staff were encouraged to participate in activities that promoted team cohesion, morale, and personal well being, such as local charity events including the St Leonard’s Hospice Moonlight Walk, Yorkshire Marathon Relay, and York Dragon Boat Race. Staff-led social events included quiz nights, seasonal celebrations, and informal gatherings. Interdepartmental challenges and well being weeks focused on physical and mental health.

To support physical well being, staff could access free fruit daily in staff rooms and communal areas and reduced-cost lunch options in the staff restaurant. Staff were encouraged to build relationships and contribute to the community through out-of-work initiatives, which included paddle-boarding sessions, walking groups, and other team-based recreational activities. The ‘Giving Back Day’ scheme allowed each staff member one paid day per year to volunteer for a charity of their choice.