Phoenix Futures Wirral Residential Service

Updated 29 March 2019

Phoenix Futures Wirral Residential Service is part of a not-for-profit organisation; a charity and housing association. This residential service offers drug and alcohol free residential rehabilitation to those with substance misuse problems, which includes limited detoxification, but which is primarily rehabilitation. The service offers a medically monitored treatment model, which was deemed more therapeutic than a medically managed treatment model, whilst still providing a robust level of clinical oversight. Patients stay in a large suburban house in the Wirral, close to Liverpool. A team of drug and alcohol workers provide personalised support through one-to-ones, group and alternative therapies. Residents spend their first few weeks in a separate wing called ‘welcome house’ while they settle into their new surroundings and then move into the main house for the rest of the programme, which lasts between three and six months. Residents are responsible for the day-to-day running of the house and support each other throughout the programme with more senior residents becoming ‘buddies’ for new residents. After completing treatment at the residential service, residents are supported to move onto supported housing services or their own accommodation. The service could take up to 35 patients. At the time of inspection there were 31 patients staying at the service.

The service has a registered manager; however, at the time of the inspection the registered manager was not available, and an acting registered manager was in place, as confirmed by notification to the Care Quality Commission.

The service is registered for the activity of accommodation for persons who require treatment for substance misuse.

The service was last inspected on 8 August 2016, the report being published on 14 November 2016. The service has been inspected on three other occasions, when substance misuse services were not given a rating by the CQC.

Updated 29 March 2019

We rated Phoenix Futures Wirral Residential Service as good because:

• The service had up to date health and safety assessments. the environment was clean, comfortable and well maintained. We saw staff adhering to infection control principles, with hand-gel dispensers being used around the building and stringent hygiene checks in the kitchens.
• Staffing were trained and there were sufficient numbers that met the needs of service users.
• Risk assessments were comprehensive and up to date. There were plans in place for patients who decided to leave the programme before its completion. Staff administered and managed medication effectively. All staff knew how to report incidents, and understood the duty of candour.
• Care records were comprehensive, holistic, and completed in a timely manner. All relevant information pertaining to the patient and the treatment programme was outlined in the records, and included input from the patient. The service was following best practice and national guidance with relation to treatment. Care records were up to date and had been amended according to events involving the patient. All staff had completed mandatory training, were up to date, and records were maintained in personnel files. Multi-disciplinary team approach was evident, with input from care managers external to the service. Staff were trained in the Mental Capacity Act.
• We saw good interaction between staff and patients at the service, with respect being shown to all parties. Patients felt comfortable with staff at the service, and felt they could talk to them as several staff members were former patients in the treatment programme. Patients told us they felt supported and safe at the service. Care records showed that patients could understand and knew what treatment they were getting and why. We saw evidence of family involvement, and a new family visiting room had been built onto the main building. Patient forums and survey results indicated that patients were very happy with the service.
• The referral and assessment process for the service was comprehensive. Patients who entered the service and found that the treatment was not suitable were transferred to other services using pathways in place. Discharge planning started on admission to the service, with plans in place for possible early leaving of the programme. Patients were encouraged to contact families and try to integrate them into their treatment programme. There were employment and education opportunities for patients at the service, with a good success rate. Several staff at the service were former patients, and had gone on to attain good qualifications in health and social services. Equality and diversity was stressed at the service. There had been only one formal complaint in the 12-month period prior to the inspection, and 15 formal compliments had been received in the same period.
• Managers at the service provided key leadership, with the skills, knowledge and experience required. There was a clear definition of recovery within the model followed at the service, and staff were aware of it. Staff could input into the organisational strategy for the service. Staff said they felt valued and supported, they were happy working in the service. Staff appraisals indicated career development and consideration of training courses that might be helpful. Leadership training was available to all staff at the service. Key performance indicators were used to identify and promote good practice, and to identify aspects that required action. Staff were recognised at an annual awards ceremony.

Updated 29 March 2019