The London Neuropsychiatry Clinic

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first inspection for this service since its registration with CQC. This key question has been rated as Good.

The service was in breach of legal regulation in relation to Good Governance.

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.

The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

All staff had contributed to the development of the practice vision and strategy.

The service had an inclusive leader who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They had the skills, knowledge, experience and credibility to lead effectively, and they did so with integrity, openness and honesty.

The service fostered a positive culture where staff and patients said they felt they could speak up and their voice would be heard.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff were able to apply for flexible working agreements. Policies and procedures to promote diversity and equality were in place.

We identified some areas of governance that needed improving.

Administrative staff had not received the appropriate training and supervision to support their work in patient triage, maintained regular contact with individuals regarding their medication, wellbeing, and during periods of deteriorating mental health.

Several key documents were found to be out of date, including the cross-cover SLA, Safeguarding Policy, Service Continuity Plan, Cleaning Protocol Guidance, Code of Conduct, and Complaints Procedure, and the Business Continuity Plan.

This presents a risk to consistency, compliance, and service quality, and should be addressed as a priority to ensure alignment with current standards and best practice.

Although the service had some medicines related policies in place, these were not always tailored to the service. For example, the policies included information about medicines storage and emergency medicines, despite the service not holding any medicines on site. In addition, the policies did not provide specific guidance on key areas relevant to the service, such as inclusion or exclusion criteria for patients seeking treatment with medical cannabis.

The service did not carry out patient records and prescribing audits to ensure safe prescribing was taking place.

However, we also identified areas of good practice. Information governance systems included confidentiality of patient records. Clinical staff had completed training on information governance awareness.

Staff had access to the equipment and information technology needed to do their work. The service had developed its own system for patient records.

The service demonstrated a clear understanding of its responsibility to collaborate and work in partnership, ensuring that care was delivered seamlessly for individuals. Information and learning were consistently shared with a range of partners including GPs, brain injury specialists, other psychiatrists, and academic institutions such as the University of Kent, to support continuous improvement and integrated care. This collaborative approach fostered innovation, strengthened clinical practice, and promoted better outcomes across the system.

The Neuropsychiatrist demonstrated a strong commitment to continuous learning, innovation, and improvement across both the organisation and the wider local health system. Their research contributions spanned several advanced areas, including non-invasive brain stimulation in Parkinson's disease, cannabis-based medicines for Parkinson's disease, and neurorehabilitation protocols involving non-invasive brain stimulation. Throughout their work, the Neuropsychiatrist consistently encouraged creative approaches to delivering equitable experiences, outcomes, and quality of life for individuals. They actively contributed to safe, effective clinical practice and research, fostering a culture of evidence-based innovation.