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South Tyneside Substance Misuse Service - Cookson House Good

Reports


Review carried out on 9 September 2021

During a monthly review of our data

We carried out a review of the data available to us about South Tyneside Substance Misuse Service - Cookson House on 9 September 2021. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.

This could change at any time if we receive new information. We will continue to monitor data about this service.

If you have concerns about South Tyneside Substance Misuse Service - Cookson House, you can give feedback on this service.

Inspection carried out on 28 29 November 2018

During a routine inspection

We rated South Tyneside Substance misuse service as good because:’

  • The provider had systems and processes that ensured the service was safe, with good staffing levels and skilled staff to deliver care. Staff ensured that risk to service users were well assessed and well managed, and that good quality harm reduction interventions were offered at every engagement.

  • Staff delivered treatment in line with up to date best practice guidelines, including the segmentation of the opioid substitution caseload according to a service users stage of recovery. There was a commitment to interagency working with good working practices with primary care, the police and the local hospital. There was excellent multiagency working within the team.

  • Staff treated and supported people with dignity and respect, and involved them as partners in their care. Staff were caring, and demonstrated compassion, respect and understanding for service users. Service users gave positive feedback about their treatment.

  • The service was responsive to people’s needs and offered a range of recovery support interventions to help to achieve and maintain treatment goals. Staff understood the diverse range of service user needs and responded appropriately.

  • The leadership, governance and culture of the service led to the delivery of high quality person-centred care. Leaders had an inspiring shared purpose with robust governance systems in place to manage risk and performance. A culture of learning and continuous improvement was promoted. Staff were well supported, with high levels of staff satisfaction.

However,

  • Staff were not up to date with face to face Equality and Diversity and Mental Capacity Act training. Staff were booked onto courses in the next couple of months.

  • Although every service user had an up to date care plan they lacked detail around the interventions required to deliver treatment outcomes.
  • Staff understanding of the duty of candour was mixed.