Archived: Turning Point - Croydon

Updated 30 October 2019

Turning Point Croydon is a community-based substance misuse service providing advice, support and treatment for young people and adults with drug and alcohol problems within the London Borough of Croydon. The service has been operating for over four years. The service was previously inspected in March 2018 but was not rated.

The service provides a medically monitored community alcohol detoxification programme, opiate substitution therapy, harm minimisation, group workshops, individual sessions, mindfulness, blood borne virus testing and vaccinations. The service also provides an aftercare service for those clients who are abstinent from alcohol and drugs. Staff work with people who are street homeless including the provision of a breakfast club. The service employs a long-term conditions nurse who provides outreach work at the local acute hospital. The service provides a young person’s team who provide support to young people using alcohol or drugs.

Turning Point Croydon is registered to provide the regulated activity; treatment of disease, disorder or injury. The service is commissioned by the London Borough of Croydon.

Updated 30 October 2019

We rated Turning Point Croydon as requires improvement because:

• Staff did not always review information sent from GPs before commencing treatment. This included drug interactions and allergies specific to the client.
• The service did not always manage medicines well. Staff did not keep records of who naloxone had been given to making it difficult to trace in the event of recall.
• Prescriptions were not always kept securely and were put at risk of being stolen.
• Managers did not ensure that all staff received regular individual supervision to support them to deliver safe and effective care.
• A third of staff had not completed safeguarding level 2 training, which meant they may have gaps in their knowledge of the subject and current safeguarding processes.
• Some staff experienced low morale, did not always feel listened to or sufficiently involved in decisions about service strategy and delivery.
• Client records were inconsistent and difficult to navigate. Some care plans lacked the necessary level of detail.
• Team meeting minutes were inconsistent, and actions were not always followed up.
• Systems to assess, monitor and improve the quality and safety of the service were in place but not fully effective.

However:

• Staff minimised the risk to clients and children from abuse and avoidable harm. Staff worked closely with the local safeguarding lead to seek guidance and support.
• Clients’ had recovery plans and staff completed relapse prevention plans with clients. Staff involved clients in planning their care and the running of the service.
• Staff provided a range of care and treatment interventions suitable for clients’ recovery. Clients had a wide access to groups within the service and the community.
• Staff demonstrated a compassionate understanding of the impact clients’ care and treatment could have on their emotional and social wellbeing. Clients were positive about the care they received from staff.
• Staff actively engaged with commissioners, GPs, social care organisations and other secondary care services. This ensured staff could plan, develop and deliver the service to meet the needs of the clients.
• The service worked jointly with other services in the local borough’s pathway for drug and alcohol services. This ensured that staff could appropriately place clients along the drug and alcohol pathway to meet their needs.
• The service was well-led at team level and by the senior leadership team. Staff had access to information they needed to provide safe care and high-quality treatment to clients. The team used key performance indicators to measure the performance of the service.

Updated 30 October 2019