We do not currently rate independent stand alone substance misuse services.
• The service had enough staff to deliver assessment and treatment to the number of clients on their caseload and respond to their level of need. The service did not use bank or agency staff. Sickness absence and staff turnover was low. Staff and volunteers had the required checks to work with young people and vulnerable adults.
• The service was well maintained, visibly clean and had the required health and safety procedures in place to keep staff and clients safe.
• The service had procedures in place for incident reporting and disseminating lessons learnt at a local and national level.
• Staff carried out a holistic assessment with clients at the start of treatment, using appropriate assessment and monitoring tools. Risk assessments were completed and managed through risk management plans and recovery plans.
• Staff understood mental capacity and described they supported clients who needed help to make decisions.
• The service had mechanisms in place to raise and refer safeguarding concerns to the relevant agencies.
• The service saw, assessed and started treatment for clients in a timely manner. There were no waiting lists. The skills mix was appropriate to deliver the interventions identified at assessment.
• The service offered one to one psychosocial intervention, group work, including mutual aid programmes, blood borne virus testing and immunisation, basic health checks and substitute prescribing.
• It worked with other agencies to provide additional care and support such as mental health services and youth offending services.
• Clients who used the service were positive about staff and the support provided. Clients described staff as caring, supportive, respectful, and good listeners.
• The staff were passionate about their work with clients and worked together in a positive and supportive manner.
• A thorough role induction process was in place and staff had opportunities to develop their career and pursue special interests. Staff received regular supervision, annual appraisals, mandatory and role specific training.
• Staff knew how to raise concerns and were confident they could do so without recrimination.
• Clients using the service reflected the ethnic and cultural backgrounds in the local population and the service had access to interpretation services, when required.
• Internal governance structures were in place to manage quality and performance. The service reported to the local authority on a quarterly basis on performance against the contract deliverables including payment by results targets. Performance was improving against local and national key performance indicators.
• Audits were completed and actions set to improve standards.
• The service responded to complaints appropriately.
We found the following issues that the service provider could improve:
- The provider must ensure risk assessments and recovery plans are updated in line with case note records.
- The provider must ensure plans are in place for clients if they disengage with treatment.
- The provider must ensure that staff complete and record identified mandatory training.
- The provider should ensure the confidentiality of clients is maintained by using adequately soundproofed rooms.
• The provider should ensure boiler room signage is sufficient to reduce risk and old office equipment is stored appropriately.
• The provider should ensure a consistent approach in the use of screening tools.
• The provider should ensure case notes record evidence the psychosocial interventions delivered.
However, we also found the following areas of good practice:
• The service had enough staff to deliver assessment and treatment to the number of clients on their caseload and respond to their level of need. The service did not use bank or agency staff. Sickness absence and staff turnover was low. Staff and volunteers had the required checks to work with young people and vulnerable adults.
• The service was well maintained, visibly clean and had the required health and safety procedures in place to keep staff and clients safe.
• The service had procedures in place for incident reporting and disseminating lessons learnt at a local and national level.
• Staff carried out a holistic assessment with clients at the start of treatment, using appropriate assessment and monitoring tools. Risk assessments were completed and managed through risk management plans and recovery plans.
• Staff understood mental capacity and described they supported clients who needed help to make decisions.
• The service had mechanisms in place to raise and refer safeguarding concerns to the relevant agencies.
• The service saw, assessed and started treatment for clients in a timely manner. There were no waiting lists. The skills mix was appropriate to deliver the interventions identified at assessment.
• The service offered one to one psychosocial intervention, group work, including mutual aid programmes, blood borne virus testing and immunisation, basic health checks and substitute prescribing.
• It worked with other agencies to provide additional care and support such as mental health services and youth offending services.
• Clients who used the service were positive about staff and the support provided. Clients described staff as caring, supportive, respectful, and good listeners.
• The staff were passionate about their work with clients and worked together in a positive and supportive manner.
• A thorough role induction process was in place and staff had opportunities to develop their career and pursue special interests. Staff received regular supervision, annual appraisals, mandatory and role specific training.
• Staff knew how to raise concerns and were confident they could do so without recrimination.
• Clients using the service reflected the ethnic and cultural backgrounds in the local population and the service had access to interpretation services, when required.
• Internal governance structures were in place to manage quality and performance. The service reported to the local authority on a quarterly basis on performance against the contract deliverables including payment by results targets. Performance was improving against local and national key performance indicators.
• Audits were completed and actions set to improve standards.
• The service responded to complaints appropriately.