Updated 5 January 2026
Turning Point is a national not-for-profit provider delivering drug an alcohol treatment services. Alongside Framework and Double Impact, they have formed Lincolnshire Recovery Partnership. This joint up model incorporates lived-experience and peer-support interventions, and teams that provide specialist support to people who are sleeping rough.
The service provided specialist community‑based treatment and support for adults and young people across Lincolnshire who were affected by substance misuse. The Lincoln Recovery Partnership operated from six hubs located in Lincoln, Grantham, Boston, Spalding, Gainsborough and Skegness, enabling county‑wide access to care.
For this assessment, we conducted site visits to four of the hubs – Lincoln, Boston, Gainsborough and Skegness – and reviewed evidence supplied from all six locations to ensure a comprehensive understanding of how the service operated across the partnership.
A range of interventions were available, including initial advice and assessment, harm‑reduction services such as needle exchange, and prescribed medication for alcohol and opiate detoxification and stabilisation. The service also provided naloxone, structured group recovery programmes, one‑to‑one key working, and access to clinical appointments with doctors and nurses offering health checks and testing for blood‑borne viruses, including hepatitis C.
Turning Point Lincoln worked collaboratively with a wide range of local partner agencies, including NHS services, social care, probation, GPs and community pharmacies, to support coordinated and safe care for people using the service.
This inspection represented the first CQC assessment of the Turning Point Lincoln Recovery Partnership.
Mental Health Act and Mental Capacity Act Compliance Summary
This service operated as a community‑based substance misuse service and therefore did not provide care or treatment to individuals detained under the Mental Health Act 1983. People who required assessment or treatment under the Act were supported to access appropriate mental health services through established referral pathways.
The provider had an up‑to‑date Mental Capacity Act (MCA) policy in place, which was accessible to all staff. Staff we spoke with were aware of the policy and understood how to apply the principles of the MCA in their day‑to‑day work, including assessing a person’s capacity, supporting decision‑making and documenting best‑interest decisions where required.
Mandatory training in the Mental Capacity Act was available to all staff, and compliance with this training formed part of the organisation’s core training requirements. Staff described receiving regular updates and guidance to ensure they remained confident and competent in applying MCA legislation appropriately within a substance misuse context.
People’s experience
During the assessment, we were able to speak directly with one people using the service. The individual provided consistently positive feedback, describing the service as highly responsive to their needs. They reported that the organisation is well‑regarded within the local community, not only for its support in relation to drug and alcohol use but also for offering a safe, welcoming space where people feel respected and understood.
As part of our off‑site evidence review, leaders shared additional examples of people’s feedback. These comments were similarly positive, and no concerns were identified. People demonstrated a clear understanding of their treatment plans and that staff take time to explain information in a way that is accessible and easy to follow. They confirmed that they receive appropriate information about treatment options, enabling them to make informed decisions about their care.
People also reported receiving effective handovers when transitioning between hospital services and this service, describing the process as well‑coordinated and supportive. People felt safe within the service and consistently supported by staff, noting that the team is flexible and responsive to their individual needs.
Communication was highlighted as a particular strength. People said there was good ongoing contact between appointments, and that staff remained available to offer advice or reassurance when needed. Where appropriate, people were signposted to additional services, and staff provided assistance to help them access those services successfully.