Cygnet Lodge Lewisham

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

This means we looked for evidence that the service met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s needs were met through good organisation and delivery.

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.

Each patient had their own bedroom and privacy windows they could adjust. Some bedrooms had ensuites, others had shared toilets and showers.

Patients could keep possessions in their bedrooms or their secure lockers. There was also a locked storage cupboard for larger patient property.

When risk assessed, patients were able to have keys to their bedrooms. Patients could use mobile phones to make phone calls in private and could also access a ward phone or ward video call technology.

Patients had access to a well equipped kitchen to support activities of daily living sessions with the occupational therapy team. Patients feedback on food was mixed, with most patients liking something on offer. One patient told us there was not enough food provided. Some patients told us they would like more fruit available to them each day. Patients told us they had takeaway food 2 nights per week. The days for takeaways was discussed and agreed by patients in a community meeting.

We saw examples of staff supporting patients based on their individual needs and preferences. For example, staff found a specific diabetes group for Afro-Caribbean men, which increased the patient’s engagement with their diabetes understanding and management. They also found a Polish speaking church for a patient to attend. Staff were also supporting a patient to attend music events where they were able to support their work as a photographer.

Staff worked with external organisations which allowed patients to engage with opportunities and activities in the community. For example, patients were involved in educational courses, voluntary work and community football groups. They also attempted to source courses for individual interests, such as supporting patients to write, play and record their own music.

Staff supported patients to maintain contact with their families and carers.

Staff communicated with external services when someone was being discharged.

Staff supported patients to access their chosen place of worship within the community. Staff told us they had supported patients to attend church services on Sundays.

Staff ensured that patients could obtain information on treatments, local services, patients’ rights and how to complain. This could be provided in different languages if needed.

Staff supported, informed and involved families or carers. Families or carers were invited to ward rounds, where appropriate. Carers told us they were in regular contact with the ward and manager. However, one carer told us they were not informed when changes were made to their relatives’ medicines.

Information governance systems included confidentiality of patient records. All staff had completed training on information governance awareness. Some staff told us there was a duplication of information as they were completing electronic forms, as well as paper forms. This sometimes led to confusion and misinformation. For example, the blood test tracker, which all staff had access to, did not always have the most up to date information. But the most recent dates were logged on patient notes. This could lead to confusion if a staff member only checked the tracker.

Some staff also had difficulty in locating certain documents, for example, an incident form and an epilepsy log for their patient.

Staff made notifications to external bodies as needed. For example, CQC statutory notifications.

The service displayed information about how to raise a concern in patient areas. Staff understood the policy on complaints and knew how to handle them.

Managers investigated complaints and learned lessons from the results. Staff received feedback on the outcome of investigation of complaints and acted on the findings. For example, staff were reminded to keep carers updated on information related to their family members.

In the 12 months prior to the assessment, the hospital received 1 complaint. This complaint was acknowledged within 5 days. We reviewed this complaint, and we saw the complaint was reported, escalated and dealt with appropriately.

All patients were aware that they could raise concerns in community meetings and there was a complaints form should they need it. Patients told us they would like more formal and regular surveys to give feedback about their care. The hospital had last completed a patient survey in April 2025, where 5 patients had provided feedback.

One carer told us they did not feel their complaint was resolved effectively, this complaint was however raised a few years ago. This carer told us communication had improved at the hospital and felt the newer manager was effective at managing their concerns.

The service used compliments to learn, celebrate success and improve the quality of care. Compliments were displayed on the ward and in nursing offices. Managers shared compliments with staff through email and in team meetings.

The hospital accepted patients following an assessment process. The service did not accept patients where their needs could not be met. For example, the hospital did not accept patients with mobility issues or those that had sensory needs. This was due to the hospital lay out and environment. A number of staff told us they would like more facilities to support neurodivergent patients on the ward, such as a sensory room.

Staff did however make reasonable adjustments for patients where possible. For example, providing a more structured routine for an autistic patient and providing information in easy read formats.

Staff planned for patient discharge and liaised with care coordinators and external services about discharge.

Leaders and staff were alert to discrimination and inequality that could disadvantage different groups of people in accessing care, treatment and support.

All staff had received and completed training in equality and diversity.

The hospital had equality and diversity champions, for example an LGBT+ and a multicultural lead. This information was displayed in patient areas for all patients to see.

Where appropriate, staff supported patients to consider longer term decisions about their care, treatment and discharge.

Staff ensured all relevant healthcare professionals and other relevant bodies were involved in planning the care and treatment of people with complex needs. For example, ward staff liaised with supported accommodations and substance misuse services when appropriate.