Acquiesce 2

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

Staff assessed the physical and mental health of all clients. They developed individual care plans which were reviewed regularly through multidisciplinary discussion and updated as needed. Staff provided a range of treatment and care for clients based on national guidance and best practice. The team included or had access to the full range of specialists required to meet the needs of clients using the service. Staff from different disciplines worked together as a team to benefit clients.

This means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this service. This key question has been rated as Good.

We have not awarded this service a score for Effective.

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

We maximise the effectiveness of people’s care and treatment by assessing and reviewing their health, care, wellbeing and communication needs with them.

The evidence showed a good standard. The service made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

There was a consistent and high-quality approach to assessing, and reviewing people’s health, care, wellbeing and communication needs with them.

There was a creative and person-centred approach in ensuring people’s communication needs were met to maximise the effectiveness of their care and treatment.

We reviewed 6 electronic client records. Staff had completed comprehensive assessments of need, including substance misuse history. These assessments identified each client’s recovery capital and support networks. Each client had a comprehensive care plan that addressed both mental and physical health needs. Staff regularly reviewed and updated care plans in response to changes. Care plans, recovery plans, and relapse prevention plans were detailed, personalised, holistic, and recovery oriented.

The service accepted both self-referrals and referrals from external agencies, such as GPs. There were no geographical restrictions on referral sources, and the service had worked with clients based internationally.

Admission coordinators were professionally qualified and trained for their roles. They completed consultation forms with clients, which acted as screening tools for suitability and needs. A senior staff member signed off completed consultation forms before acceptance.

Where concerns were raised about the service’s ability to meet a client’s needs, further investigation was carried out through multi-agency working. For example, an occupational therapist had completed a suitability assessment for a client with mobility issues, and GP summaries were obtained for all clients.

Following completion of investigations, consultations were signed off, and clients were booked for admission. Each client was allocated a practitioner. All documentation was recorded on the system, accessible to staff and reviewed by the allocated practitioner.

Practitioners maintained weekly contact with clients via telephone prior to admission. With consent, they also contacted carers and loved ones. These calls supported motivation and identified any changes in circumstances that might affect the care pathway.

At the point of admission, staff completed a full referral and assessment form, recovery plan, risk assessment, and risk management plan.

Staff ensured clients received a full physical health assessment and were aware of any physical health problems. Referrals to a temporary GP were made on admission.

Staff responded promptly to any deterioration in a client’s health, including relapse. Clients on waiting lists were monitored for changes in risk level, and staff responded appropriately when risk increased by contacting other agencies such as safeguarding and referring onto other services.

Clients provided daily feedback through diaries, which practitioners reviewed when necessary. Daily morning grounding sessions and end-of-day check-out sessions were held as part of the treatment programme.

Nutrition and hydration were assessed. All staff had received training on the importance of nutrition in recovery. These topics were also included in the daily session programme. Clients created shopping lists twice weekly to ensure fresh produce was purchased.

Staff supported and facilitated hospital appointments for tests and injections for a client with a brain injury. They liaised with the client’s primary carer and maintained contact during a treatment break to ensure safety. Due to specialist needs, the client received 1:1 support via Zoom to address their addiction.

Staff supported a client with complex mental and physical health needs to access suitable housing. They facilitated mental health assessments, which led to a diagnosis, and arranged counselling. Staff worked with the client to secure safe and stable accommodation.

We plan and deliver people’s care and treatment with them, including what is important and matters to them and in line with legislation and current evidence-based good practice and standards.

The evidence showed a good standard. The service planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

The Acquiesce model has achieved a higher than national average treatment completion rate. 92% of Acquiesce client's completed treatment in the last 12 months compared with the national average of 49%.

All of the clients and family members and carers we spoke with told us the staff fully involved them in the planning of their care and treatment. Clients told us they were given choices regarding the direction of their interventions, care plans were adapted on an ongoing individual basis, using client feedback and measurable outcomes.

We observed that staff provided a range of care and treatment interventions appropriate to the client group. These interventions were delivered in line with guidance from the National Institute for Health and Care Excellence and relevant government advice. They also implemented and adhered to the Department of Health drug misuse and dependence UK guidelines on clinical management.

Severity of Alcohol Dependence Questionnaires (SADQ) and Treatment Outcome Profiles (TOPs) had been completed with individual clients. Consent was sought from clients to submit data to the National Drug Treatment Monitoring System to support national monitoring of alcohol and drug treatment. The service had also developed an internal rating scale to support its own monitoring processes.

The core programme addressed the physical, psychological, social and spiritual effects of addiction.

Physical health: The programme included detox coordination, fitness sessions, gym access, nutritional education, health and wellbeing support, and sleep hygiene. Clients were educated on the effects of drugs and alcohol on the body, with a focus on understanding harm and the importance of restoring health.

Psychological support: Staff used Cognitive Behavioural Therapy (CBT), psychosocial interventions, one-to-one sessions, motivational interviewing, behavioural activation, International Treatment Effectiveness Project (ITEP) mapping, and creative therapies such as art and music. The programme also included self-management and recovery training. Self-management and recovery training was an addition to the 12 steps. All clients were given the opportunity to access and experience all interventions. If clients wanted to opt out of any interventions this was discussed and agreed with their recovery practitioner as per their care plan. Positive psychology mapping tools were included as a part of their intervention programme.

Social support: Clients were supported to rebuild networks and engage in community life through mutual aid, education advice and access, family support, psychoeducation, relationship support, housing guidance, budgeting and money management, and employment support. Staff helped clients identify and manage triggers and cravings, giving clients advice about the use of medications, psychological therapies, and structured activities to build living skills.

Spiritual wellbeing: This was integrated throughout the programme. Clients participated in daily group discussions, personal reflection, and sponsorship activities based on the 12-step framework.

Staff ensured clients had access to physical healthcare, including specialist input when required. Blood-borne virus testing was available, and clients were supported to access treatment where needed.

Technology had been integrated into the service, including audiovisual equipment for sessions and devices at accommodation sites to support attendance at evening mutual aid groups.

Staff participated in clinical audit, benchmarking, and quality improvement initiatives. The team included, or had access to, the full range of specialists required to meet client needs.

Staff were experienced, qualified, and had the necessary skills and knowledge to support the client group. New staff received an induction aligned with the Care Certificate standards.

Managers provided staff with regular supervision and appraisal. Supervision included case management discussions, reflective practice, and support for professional development. Learning from incidents, compliments, complaints, and best practice was shared through daily flash meetings, team meetings, supervision sessions, and personal development plans.

Managers ensured staff had access to regular team meetings. In the last 12 months, 80% of staff had received an appraisal, and 100% had received regular supervision.

Staff learning needs were identified and addressed through training and development opportunities. Managers ensured staff received specialist training relevant to their roles. Poor performance was addressed promptly and effectively through supervision and performance plans where necessary.

Advance staff training is provided for staff members to ensure they are qualified to deliver evidence-based care and treatment.

Staff members were registered with the addiction professionals a registration body (charity) and network for addiction professionals.

Enhanced care plans are coordinated delivering a multidisciplinary team approach, there may be mental health services, social services, criminal justice services involved in a client's care, Acquiesce works collaboratively with all agencies involved in a client's care.

The Acquiesce programme offers an evidence-based approach, and the client is given choice regarding the direction of their interventions, care plans are adapted on an ongoing individual basis, using client feedback and measurable outcomes.

Acquiesce also provided a holistic element of the programme which included, massage, reiki, acupuncture, meditation, yoga and spiritual walks.

We work effectively across teams and services to support people, making sure they only need to tell their story once by sharing their assessment of needs when they move between different services.

The evidence showed a good standard. The service worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

There was a fully collaborative approach to planning and coordinating people’s care and treatment from a range of different staff, which was done at the earliest possible stage.

There was a commitment and culture of working collaboratively and staff and teams had found innovative and efficient ways to deliver more joined-up care and support to people.

Staff held regular and effective multidisciplinary meetings. We observed one of these meetings, they were inclusive, and all staff attended. Staff were given the opportunity to fully contribute to the meetings. These had an agenda and minutes, and staff could access these on their internal computer system. They had a practitioner meeting bi-monthly and admission coordination meetings quarterly. The teams had effective working relationships, including good handovers, within the organisation.

Staff shared information about clients at effective handover meetings within the team at flash meetings every morning. This enabled staff to hand over information from the night duty member. They discussed rotas, programme cover as well as arrangements to support clients to appointments and updates regarding admissions and discharges and any other relevant information.

All clients shared their own personal stories within the treatment programme and received support to prepare and plan for these. The client will only ever have to share their story once.

Staff members have completed advanced training on communication, effective teamwork.

Acquiesce completed an away day focused on communication and team building.

The teams had effective working relationships with teams outside the organisation for example, local authority social services and GPs as well as community mental health teams. Staff regularly consulted with external agencies, recovery homes, and community support networks to enable seamless transitions and ongoing support after discharge.

They worked closely with housing help relocate individuals when it was necessary and assisting them moving in. They had arranged house viewings and assisted clients in purchasing items for their accommodation. The team facilitated entry into appropriate recovery housing where needed, helping clients to sustain recovery in a stable environment.

They worked in supporting clients when attending court and consulting with solicitors, providing reports. Clients had been assisted to regain custody of their children.

We support people to manage their health and wellbeing so they can maximise their independence, choice and control, live healthier lives and where possible, reduce their future needs for care and support.

The evidence showed a good standard. The service supported people to manage their health and wellbeing to maximise their independence, choice and control. The service supported people to live healthier lives and where possible, reduced their future needs for care and support.

There was a strong focus on empowering people to maximise their opportunity to manage their own health, care and wellbeing needs as much as possible. Staff fully understood people’s needs, preferences and abilities, which enabled them to identify and enable as many opportunities as possible for people to be independent.

There was exceptional collaboration across staff, services and organisations to enable people (with their family and carers) to manage their health and wellbeing at home effectively and where possible, reduce their future needs for care and support.

People were supported to manage their health and wellbeing so they could maximise their independence, choice and control. People were supported to live healthier lives and where possible, reduce their future needs for care and support.

People were empowered and supported to manage their own health; care and wellbeing needs as much as possible by staff who understood their needs and preferences.

People were involved in regularly reviewing their health and wellbeing needs where appropriate and necessary.

People were encouraged and supported to make healthier choices to help promote and maintain their health and wellbeing.

There was a focus on identifying risks to people’s health and wellbeing early. There was proactive action and support provided to prevent avoidable deterioration to people’s health and well-being.

People were involved in regularly monitoring their health, including health assessments and checks where appropriate and necessary with health and care professionals.

Staff supported clients to live healthier lives – for example their daily programme, included the physical programme this included providing detox coordination, fitness sessions and gym access, nutritional education, health and well-being support, and sleep hygiene. Clients also learnt about the effects of drugs and alcohol on the body. and dealing with issues relating to substance misuse.

They have helped clients access emergency dental treatment whilst in the service.

The service helped promote a healthy lifestyle for clients – for example offered advice on, sports activities and cooking healthy meals.

The model provided a highly supported and safe environment within the community. Whilst not being hidden from the real world it allowed individuals to gain all the tools and experience necessary whilst maintaining a carefully monitored level of autonomy and responsibility over their own recovery.

The accommodation where clients stayed was not staffed and this allowed individuals to gain additional tools and experience. For example, clients, cooked and planned their meals some with support from other house clients, they also did their own washing and kept the communal areas and their bedrooms clean. Clients said this had been an amazing experience in learning new skills for when they were discharged.

Relapse prevention plans were completed with each client prior to their discharge and these included activities and advice on healthy eating and providing ideas for relaxation and stress. As well as providing links to support networks in their areas.

As part of their aftercare programme Acquiesce completed recovery calls with individual clients for up to 3 months after leaving treatment. Aftercare is offered lifelong for clients if this is needed.

The service had developed a members area space where past clients came together weekly via an online platform to socially connect with others and share their challenges, successes and experiences. This was coordinated by a staff member at weekends. They could register on their website or by scanning a quick response code to join. Clients told us they had set up their own mutual aid groups with other clients.

The service helped coordinate clients accessing services in their own area on discharge. They contacted local groups who help ex-service personnel in the armed forces. Who helped clients with ongoing support to address issues such as health, housing and benefits.

They had introduced Support and Advice for Families in Addiction (SAFIA) these were held monthly and had received support from a local football club to organise face to face meetings.

We routinely monitor people’s care and treatment to continuously improve it and to ensure that outcomes are positive and consistent, and that they meet both clinical expectations and the expectations of people themselves.

The evidence showed a good standard. The service routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

People’s care and treatment was routinely monitored to continuously improve it. Outcomes were positive and consistent and met both clinical expectations and the expectations of people themselves.

Staff used recognised rating scales to assess and record the severity of clients’ conditions and care and treatment outcomes.

The service sent data to the National Drug Treatment Monitoring System (NDTMS) and the treatment outcome profiling system. This enabled the service to audit treatment provision and benchmark their treatment alongside similar services.

The service had a service delivery plan, where they continually monitored outcomes. The service delivery plan also set out Key Performance Indicators (KPIs) for the upcoming quarter. It included how the KPIs would be monitored and by whom and they were all rated as green meaning they had achieved their targets.

Their scope of monitoring measured employment, housing stability, improved mental health and physical health and improved family relationships.

Acquiesce monitored aftercare outcomes post treatment and provided ongoing support to the clients as needed. Clients had a direct line to their practitioner for an unlimited amount of time. Feedback was gathered and used to refine relapse prevention strategies and further improve the aftercare programme.

As a result of their aftercare outcome monitoring the aftercare programme was recently improved with the introduction of the live digital members area which is ran by a staff member. This area is designed specifically for individuals in recovery who have experienced the journey through Acquiesce. It is a platform for them to connect with others, share their joys and challenges, and to celebrate aspects of recovery together. This area hosts a live weekly meeting.

The monthly managers meeting reviews a report which is used to monitor and improve outcomes. Written intervention feedback is sought from clients on a weekly basis. Feedback is received from families in the form of a survey on a regular basis.

Staff provided feedback in supervision, reflective practice sheets, in personal development plans and through various surveys.

Staff used technology to support clients effectively, they had installed technology in the lounge areas where clients could connect to mutual support groups in the evenings. They had also invested in technology, which was used within the service, including televisual equipment for use during the treatment sessions.

From August 2024 to July 2025, 130 clients attended Acquiesce, 122 successfully completed the programme and 8 did not complete. This was a 92% successful completion rate.

We tell people about their rights around consent and respect these when we deliver person-centred care and treatment.

The evidence showed a good standard. The service told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff took all practical steps to enable clients to make their own decisions on their care for themselves.

For clients who might have impaired mental capacity, staff assessed and recorded capacity to consent appropriately. They did this on a decision-specific basis about significant decisions.

When clients lacked capacity, staff made decisions in their best interests, recognising the importance of the person’s wishes, feelings, culture and history.

Staff ensured clients had agreed and signed consent to treatment forms and they were accessible to all staff involved in the client’s care and treatment.

Staff ensured clients had agreed and signed confidentiality agreements in relation to which parties’ staff could share their personal information with, and they were accessible to all staff involved in the client’s care and treatment.

Mental Capacity Act

Where necessary decisions about care and treatment are made within the requirements of the Mental Capacity Act 2005. 100% of staff had received training in the Mental Capacity Act. Staff had a good understanding of the Mental Capacity Act, particularly the five statutory principles. They were able to identify where mental capacity was a concern in a client consenting to treatment. Staff took all practical steps to enable clients to make their own decisions.

For clients who might have impaired mental capacity, staff assessed and recorded capacity to consent appropriately. They did this on a decision-specific basis regarding significant decisions. When clients lacked capacity, staff made decisions in their best interests, recognising the importance of the person’s wishes, feelings, culture and history. They were able to identify where mental capacity was a concern in a client consenting to treatment. Staff ensured clients had agreed and signed consent to treatment forms and they were accessible to all staff involved in the client’s care and treatment. Staff ensured clients had agreed and signed confidentiality agreements in relation to which parties’ staff could share their personal information with, and they were accessible to all staff involved in the client’s care and treatment.

Staff knew where to get advice from within the provider regarding the Mental Capacity Act and capacity assessments or pathways into local community mental health teams for support.

The service had protocols and policies in place to manage clients whose capacity was temporarily impaired due to the use of illicit substances.