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CGL Halton Integrated Recovery Service Outstanding

Reports


Inspection carried out on 19-20 November 2019

During a routine inspection

Change, Grow, Live (CGL) is a national charity that provides treatment and support to vulnerable people facing addiction, homelessness and domestic abuse. CGL Halton integrated recovery service is a community substance misuse service, which is registered to provide the regulated activities of 'treatment of disease, disorder or injury' for people who have drugs and/or alcohol support needs. CGL Halton Integrated Recovery Service has two sites: one in Widnes and the other in Runcorn.

We rated CGL Halton Integrated Recovery Service as outstanding because:

The service provided safe care. The premises where clients were seen were safe and clean. The number of clients on the caseload of the teams, and of individual members of staff, was not too high to prevent staff from giving each client the time they needed. Staff assessed and managed risk well and followed good practice with respect to safeguarding.

Staff developed holistic, recovery-oriented care plans informed by a comprehensive assessment. They provided a range of treatments suitable to the needs of the clients and in line with national guidance about best practice. Staff engaged in clinical audit to evaluate the quality of care they provided.

Staff understood how to protect clients from abuse and the service worked well with other agencies to do so. Staff had received training on how to recognise and report abuse, and they knew how to apply it.

Staff treated clients with compassion and kindness and understood the individual needs of clients. They actively involved clients in decisions and care planning.

People who use services and those close to them are active partners in their care. Staff are fully committed to working in partnership with people and making this a reality for each person.

Clients felt that they had given the tools and knowledge needed to live a better life.

The service was easy to access with regular drop in sessions for members of the public who wished to gain support. Staff planned and managed discharge well and had alternative pathways for people whose needs it could not meet.

The service was meeting the needs of the population, they had recently done a homelessness count and encouraged the homeless population to attended the service to check in so the staff could monitor their health.

Staff provided a range of care and treatment interventions suitable for the client groups, which included Hepatitis C treatment and community detox. They ensured that clients had good access to physical healthcare and supported clients to live healthier lives.

The service supported clients to engage with their communities. Staff offered clients opportunities to volunteer in associated community projects and be supported into education, training and employment.

The service treated concerns and complaints seriously, investigated them and learned lessons from the results, and shared these with all staff.

Leaders had the skills, knowledge and experience to perform their roles and had a good understanding of the services they managed. They were visible in the service and approachable for clients and staff.

Staff knew and understood the provider’s vision and values and these were embedded in the delivery of care. Staff were proud of the organisation as a place to work and spoke highly of the culture being open and honest. Staff at all levels were actively encouraged to speak up and raise concerns.

Clients who were prescribed medication while living with a child or vulnerable adult were also issued with a lockbox for the secure storage of medication.

The service engaged with multiple services when working with a client. Agencies such as the GP, midwives, social workers and probation. The service had named staff members allocated to local schools to provide information to the school and clients.

The service exceeded their goals in helping clients secure and keeping clients in work. In 2018/19, 39% of clients supported found work, the expected percentage was 25%. Sixty-one percent of clients were still in work after six months, 11% more than industry standard.