Ciconia Recovery London (Harley Street)

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.

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

The service was exceptional at making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond

Patients’ care plans fully reflected their physical, mental, emotional and social needs, including those related to protected characteristics under the Equality Act. Mental health questionnaires were translated into Arabic.

People who use services and those close to them (including carers and dependants) are regularly involved in planning and making shared decisions about their care and treatment, so it is centred around them and their needs. Patients were supported to attend family therapy sessions where required.

Patients understood their condition, care and treatment options (including any associated risks and benefits) and any advice provided. The satisfaction survey results showed that the majority (64%) of patients said that staff explained their care and treatment options to them.

Patients received the most appropriate care and treatment for them as the service made reasonable adjustments where necessary. For example, staff met with patients at a time that was convenient for them to ensure that it did not disrupt their daily lives. Following patient feedback, the service had recently started running evening and weekend clinics to help meet patients’ needs.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff contributed to the local community by offering free events. For example, the consultant psychiatrist runs a programme training healthcare professional in attention deficit hyperactivity disorder (ADHD).

Staff provided specialist ADHD assessments within the prison settings.

Patients could access the provider’s financial support pathway, offering an adjusted payment plan to ensure that care and treatment was accessible to all patients.

Staff ensured that patients had access to education and work opportunities. The service collaborated with community partners to improve ADHD care pathways and reduce stigma. This was aimed at frontline workers who needed prompt assistance accessing support for ADHD and post-traumatic stress disorder (PTSD).

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

Staff communicated with patients’ GPs when they were being discharged from the service.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

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. The information provided was in a form accessible to the patient group.

Information governance systems included confidentiality of patient records. All staff had completed training on information governance.

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

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

Patients and family members knew how to complain or raise concerns. Patients told us they could raise concerns with the service manager and the administrative staff direct. The information pack contained details on how to complain.

Since January 2023, the service had received 6 complaints. These were addressed within the expected timescales. Where there were delays patients were kept informed. All complaints and any actions from complaint investigations were tracked by the service manager. Patients received feedback from the manager after the investigation in their complaint.

The service treated concerns and complaints seriously. The service had a clear complaints policy. The service manager investigated complaints and identified themes. These themes were shared in the monthly team meetings and informally through daily handovers where necessary.

Themes included communication between staff and patients and with the partnership pharmacy. As a result, staff now send an introductory email providing information on the pharmacy and the protocol for the pharmacy contacting them direct to collect their prescriptions.

The service was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

Staff made reasonable adjustments for patients Staff ensured the needs of patients with mobility issues were met, for example, wheelchair users had access to lifts.

The service had recently set up a clinic on the weekend to ensure patients that worked or had other commitments could be seen.

Staff ensured patients had access to post-discharge care. Patients said that staff gave them support even after they had finished treatment with them.

Staff planned for patients’ discharge, including good liaison with care managers and co-ordinators.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

Staff within the service promoted a culture in which the people using the service felt empowered to give their views. Staff actively used feedback to provide patients with tailored care, support and treatment.

The provider ensured their policies and procedures did not place vulnerable people or people with protected characteristics at a disadvantage.

Staff demonstrated an understanding of the potential issues facing vulnerable groups such as LGBTQ+ and ethnic minorities. Staff were trained in equality, diversity, inclusion and human rights, specifically in addressing patient gender preferences in their care and treatment records.

People were supported by planning for important life changes, so they could have enough time to make informed decisions about their future.

Where appropriate, staff supported patients to consider longer term decisions about their care, treatment and discharge. Staff created personalised care plans to account for the patient’s needs, wishes and feelings.

Staff ensure all relevant healthcare professionals and other relevant bodies are involved in planning the care and treatment of people with complex needs. The service collaborated with other psychiatric services, addiction specialists, community mental health teams and NHS hospitals as required.