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Getting it right

Quickly acknowledging and putting right cases of maladministration or poor service that led to unfairness. Considering all the factors when deciding the remedy.

Being customer focused

Apologising and explaining, managing expectations, dealing with people professionally and sensitively and seeking remedies that take into account individual circumstances.

Being open and accountable

Being clear about how to complain, giving reasons for decisions, and keeping accurate records.

Acting fairly and proportionately

Seeking fair and proportionate remedies, without bias or discrimination

Putting things right

Considering all forms of remedy such as apology, explanation, remedial action or financial offer

Seeking continuous improvement

Using lessons learned to avoid repeating poor service and recording outcomes to improve services.

Our 7

Complaint handling steps

ONE

EMPATHISE

This means approaching the situation from the complainant’s perspective. It might involve reassuring the complainant that their ongoing treatment will not be affected by their complaint, or acknowledging the impact on them of the events they have complained about, or expressing sympathy with the trouble or suffering the complainant reports having experienced.

TWO

LISTEN

This means developing an understanding of their experience from the complainant’s perspective. One of the most helpful things is to offer to meet with complainants. Meetings can have several benefits, from showing that the complaint has been taken seriously and demonstrating that the organisation is in listening mode, to clarifying the key matters of complaint, providing an opportunity to resolve concerns early on, and building rapport and trust.

THREE

INVESTIGATE

Where complaints investigations are done well, the investigation gets underway swiftly, it has a clear structure and defined scope, and there is a sense of momentum and a defined end. All relevant parties should be asked to input into the investigation, particularly clinicians. Another marker of a good investigation is that conflicts of evidence are reconciled, and complainants are helped to understand
the relevance of clinical opinion. There should be a robust documentary record of the investigation.

FOUR

REFLECT

This means making sense of the evidence that has been amassed and the outcome of the investigation. Reflective questions include: Has the investigation got to the bottom of what occurred? What further steps, if any, are necessary before a full response can be made? Which aspects of the complaint, if any, should be upheld? How can we learn from this? How can we prevent the same problems from happening again? How well have we managed this complaint? What might we do differently if a similar situation were to happen?

FIVE

RESPOND

Doing so, within the specified timeframes (or giving reasons why this is not possible and when a full response will be made), and being clear what the organisation has found. It means demonstrating candour regarding any failings, and being explicit about deficiencies and what should have happened, and any steps taken to prevent the same problems occurring again. Responding also means being clear whether the complaint is upheld, and what that means.

SIX

REMEDY

Complainants seek a range of remedies, from financial redress to an apology and assurances that steps will be taken to avoid the same problems happening again. It is important to acknowledge the remedy that the complainant seeks and whether the organisation is prepared to grant it, and the reasons why. Wherever possible, the response should try to return the complainant to the position they would have been in if the events concerned had not happened. Any apology should be clear and unequivocal.

SEVEN

ACT

This means ensuring that change happens and that the outcome is communicated to complainants. It is about describing what action has been
taken to learn lessons and what has or will be done to prevent the same shortcomings from arising again.

Ownership

All complaints are automatically delivered to the Director of Patient Relations

7 days

Within 7 days of receiving this complaint, we will get in touch with you and listen to your concern

Quick resolution

In majority instances, we manage to resolve issues without escalating the matter as a formal complaint

Unique complaint ID

In case when the complaint become formal, a complaint ticket is created on our compliance portal and an acknowledgement letter is sent out to the patient with the unique reference number for the complaint. This is sent out with in 7 days of the complaint ticket is created

28 days

We then carry out a full investigation (stage 1) and aim to respond to you with in 28 days of the formal complaint letter that has the unique reference number.

Stage two

Complainants who are not happy with the stage 1 outcome may request to escalate the matter to a stage 2 investigation where it goes directly to the Director of Finance.

Complain about our service

1 + 8 =

Post

3 Warwick Road | London E15 4JZ
Thurmaston Health Centre, 573A Melton Rd, Leicester LE4 8EA

Phone

+44 0800 488 0909
+44 0800 97 889 05

Email

complaints@silvery.blue
complaints@thewomenshealth.clinic