Since July 2018, CQC has had the powers to rate substance misuse services provided by the independent sector. Planning for this inspection started before that date.

• We saw that risks had been identified in client files but the follow up management plan had not always been completed.

• We did not find an audit tool to ensure the electronic client files contained relevant documentation and that they had been fully completed

However, we found the following areas of good practice:

• Staff treated clients with compassion, dignity and respect, were non-judgemental in their approach and protected their privacy and dignity. Care plans identified the needs of the client and staff worked with them to develop their own recovery plans

• Clients either self-referred or were referred through a partner agency, their family, a carer or their school and were usually seen within five days of a referral, where a comprehensive assessment was completed.

• Staff followed up cancelled appointments and unexpected discharges to ensure that vulnerable people were not left without support. Staff were responsive to the needs of all their clients.

• Staff were aware of the diversity of their clients and provided appropriate support.

• Staff understood their responsibility for reporting incidents of harm or risk of harm and concerns related to safeguarding people from abuse. Clients were seen at school or in a safe and comfortable alternative place to the office.

• Staff followed guidance in line with the National Institute for Health and Care Excellence and Drug misuse and prevention: UK clinical guidelines on clinical management 2017.

• The service had enough staff with the appropriate skills, experience and training to provide safe care. Staff received specialist training that enabled them to carry out their role safely.

• Staff received mandatory training, regular supervision and other professional training identified in their supervision. A wellbeing day had been organised for staff to explore some alternative therapies to manage their stress

• The service had a formal complaints procedure but had not received any complaints in the 12 months leading to our inspection. They had received three compliments during the same period

• Staff could articulate the vision and values of the organisation clearly and how this impacted on their role. There were clear lines of management through the organisation and strong leadership at local level.

• The service had a risk register that meant everyone in the organisation was aware of any risks and what action had been taken to reduce them.

• The organisation was committed to improving services for the clients, and sought client views through questionnaires.