Turning Point Oxfordshire

Updated 30 November 2018

Turning Point Oxfordshire (Roads to Recovery) is contracted by Oxfordshire County Council to deliver a range of community-based substance misuse services within Oxfordshire.

The service operates an integrated drug and alcohol service in four locations. The main office is in Oxford city centre, and the remaining three ‘hub’ locations are in Didcot, Banbury and Witney. We inspected all four hubs as part of this inspection.

At the time of our inspection, the service employed the equivalent of 78 full time members of staff (this includes part time workers).

The service offers a range of treatment and aftercare services; pharmacological treatment (opioid substitution therapy and alcohol detoxification), harm minimisation services (needle exchange, overdose prevention, advice, and screening for blood borne viruses), in-practice GP addiction nurses and/or recovery workers (shared care), and structured one-to-one and group work. The service assesses clients for residential rehabilitation and detoxification, manages their placements and provides aftercare when they return to the community. The service also offers open access sessions, parenting support, support for parents and carers, employment and training advice and support, facilitated access to mutual aid, relapse prevention and recovery support, and a social enterprise café.

The service operates satellite services in Henley and Bicester, along with mobile outreach services to smaller communities around the county.

There was a registered manager in place.

The service was registered with CQC on 07 April 2015 and provides the regulated activity of treatment for disease disorder or injury.

We previously inspected this service in February 2016. Services were not rated at this time

Updated 30 November 2018

We rated Turning Point Oxfordshire as outstanding because:

• People were protected by a strong, comprehensive safety system, with a focus on openness, transparency and learning. The provider had systems and processes that ensured the service was safe, with good staffing levels and skilled staff to deliver care. The service ensured that risk to clients was well assessed and well managed, and that good quality harm reduction interventions were offered at every engagement. The service ensured that clients at the highest risk of harm were pro-actively engaged and received a high standard of care, as well as those who were closer to completing their treatment and achieving their recovery goals.

• Outcomes for people who used the service were consistently better than expected when compared with other similar services. The service delivered treatment in line with up to date best practice guidelines, including the segmentation of the opioid substitution caseload according to clients’ stages of change. Opioid substitution therapy is the use of medicines like methadone and buprenorphine to treat physical dependence on opiate drugs like heroin, and this approach meant that the treatment people received was tailored to meet their needs. The service showed a real commitment to interagency team work which had led to and successful innovations to meet the needs of offenders, homeless clients, clients with a dual diagnosis and people requiring treatment for hepatitis C.

• Staff treated and supported people with dignity and respect, and involved them as partners in their care. The service was caring, with staff consistently demonstrating compassion, respect and understanding for clients. Clients gave overwhelmingly positive feedback about their treatment, the relationships they had with staff and the changes they were able to make as a result of their support. Clients described the service as offering more than just treatment; it also offered activities that helped them with their overall wellbeing.
• People’s needs were met through the way the service was organised and delivered. The service was responsive to the needs of clients and stakeholders, with an excellent programme of engagement with the wider community and a range of aftercare options for clients in recovery, especially with regard to training and employment.

• The leadership, governance and culture of the service were used to drive and improve the delivery of high quality person-centred care. The service was very well led, with robust governance systems that ensured high level risk was well managed and a culture of learning and continuous improvement was promoted. Staff were well supported, had high morale and felt a strong connection to the parent organisation.

Updated 30 November 2018

Outstanding