Ashgate Hospice

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

People were seen as individuals, treated with dignity and respect. Care given to patients was person-centred and they were encouraged to be involved in their care and treatment planning. Resource and equipment was available to allow the service to respond quickly to the needs of the patients, both on the ward, and in the community. Family members and people close to the patient were encouraged to be involved with the care, support and treatment of their loved ones. Every patient, and carer told us the staff and the service were amazing, compassionate, caring, and inclusive of all.

Staff were visible and available to patients, supporting them to maintain their independence, choice and control. Patients and their families received excellent care and support. Staff had regular breaks and rest periods which allowed them to perform their roles to the best of their ability in a safe, caring, compassionate, and effective way. The service always encouraged and supported the patients, and their families to be involved in advanced care and treatment planning. This ensured the patient could complete their care journey as they wished, in the surroundings of their choice and with the people they loved by their side.

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

Patients, and their families were treated with kindness, compassion, dignity, and respect. They were seen as individuals; their care and treatment plans reflected their needs and was personal to them. If there was anything they didn’t understand staff always supported them with this, explaining things to them until they understood. Patients valued their relationships with staff and felt that they often went 'the extra mile'. One patient told us “Staff are fantastic, so very kind and always respectful”.

Staff prided themselves on their kindness, and compassionate approach and built meaningful relationships with patients and their families. Emotional wellbeing support was provided to patients and their families, bereavement drop-in groups could also be attended for support. The service also supported children and young people who had been bereaved or were facing bereavement via group work and activities. Privacy and dignity was maintained at all times. Gender specific personal care could be facilitated when required in order to meet the patients individual needs and privacy.

Staff at the service were respectful and kind when they worked with partners, patients, and their families. The service was open, honest, and transparent, and had an excellent relationship with partners and the wider community. Staff demonstrated that they were compassionate and treated the patients with dignity, when working with partners, any information was always shared in a way that maintained the confidentiality of the patient.

Staff were present and available for patients. It was evident in the approach of staff that patients were respected and valued as individuals. Staff treated patients and their families in a very caring way, showing kindness, compassion, dignity, and respect when approaching them or speaking with them, and offering reassurance. The care, and the way it was given to patients and their families empowered them to be partners in their care and support, practically and emotionally, by a distinctive service and exceptional staff team.

Patients were encouraged to be involved in their care and treatment planning. Their care, support, and treatment was personal to them, and considered any social, cultural, or religious needs. They were seen as individuals with their own needs and preferences. Communication needs were supported, and individual choice promoted. Their preferences and opinions were treated with the upmost importance, they were valued and listened to. One family member told us “My wife is the one that’s ill, but they take the time to find out what I like, and what support I might need”.

Staff clearly recorded in care records the personal, cultural, social, and religious needs of the patient. Staff supported patients to meet these needs whilst in their care. Patients were able to maintain their connections with people that were important to them, and their communities, for example, religious and cultural leaders attended the service to provide support to the patient if this was requested. Staff were extremely passionate and through conversation demonstrated a real empathy for the people they cared for.

Staff and patients were relaxed and respectful around each other. Staff sat with patients and their families sharing conversation, giving reassurance and offering support. We heard staff reassuring patients and their families about their treatment journey, and how they and their families would be cared for and supported throughout.

Patients’ needs were recognised and respected, including, personal, cultural, social and religious needs. Person centred care planning ensured that care was personal to the patient. There were processes in place to support patients with their needs. For example, easy read documentation was available, and dietary needs e.g. vegan diet were provided upon request.

Patients were encouraged and supported to be partners in their care, to remain as independent as possible, to have choice and control over their care and treatment. They had access to services and equipment that supported them to retain their independence, for example handrails and equipment to enhance mobility. Patients were supported to complete activities to ensure they maintained their independence. Physical activity was promoted, developed, and adapted so that everyone could be involved.

Staff empowered people who used the service to have a voice, they showed determination and creativity to overcome obstacles. For example, physical activity was tailored to suit people who had poor mobility, chair yoga and other chair-based activities were available and promoted. This supported patients to be as independent as possible.

If patients needed specialist or adaptive equipment their needs were assessed, and they were referred to specialist services and practitioners. Equipment was ordered if required without delay. Staff at the service looked for ways to promote independence and worked closely with other agencies and advocates when doing so.

If patients needed specialist or adaptive equipment their needs were assessed, and they were referred to specialist services and practitioners. Equipment was ordered if required without delay. Staff at the service looked for ways to promote independence and worked closely with other agencies and advocates when doing so.

Staff responded to patients and their family members immediate needs to minimise any discomfort, concern or distress. When call bells were activated staff responded to the patient quickly and communicated clearly when identifying the immediate need. Knowing the patients well, meant that needs could be anticipated and responded to quickly.

Throughout the assessment staff responded to people’s needs quickly and without delay. Staff were responsive to patients family members when approached for assistance, information or reassurances. Staff responded quickly to calls received on the ward phone.

There were processes in place that worked well, and external resources that staff would signpost patients and their families to. This included numerous bereavement support and resources. A counselling service was in place, and support was given by face-to-face appointments, telephone or virtually. Bereaved family members were also signposted to access support from alternative bereavement services and peer support groups.

Leaders promoted the wellbeing of their staff to enable them to deliver excellent quality person-centred care. Regular breaks and rest periods were promoted. Staff had access to an online employee health and well-being support service which was available 24 hours a day, 7 days a week, which was instrumental in helping to maintain the health and well-being of the workforce.

Processes were in place that enabled staff to utilise wellbeing support. Staff had access to psychology, counselling services, and bereavement support, and could self-refer if they needed support. In addition, staff had access to complimentary therapies, including massage, aromatherapy and reflexology. Staff could access these services outside of their working day. Reasonable adjustments were made for staff where possible to enhance their social activities away from work, promoting a healthy work life balance.