CGL Norfolk Alcohol and Drug Behavioural Change Service

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We rated well led as good. We assessed 4 quality statements. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a shared vision, strategy and culture that was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding and meeting the needs of people and their communities.

Staff knew and understood the provider’s vision and values and how they were applied in the work of their team.

Staff had the opportunity to contribute to discussions about the strategy for their service, especially where the service was changing. Staff and leaders demonstrated a positive, understanding culture that promoted trust and understanding between them and people using the service and was focused on learning and improvement, areas for improvement and any learning was discussed at all meetings. Leaders had an open door policy.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and supported and embodied the culture and values of their workforce and organisation. They had the skills, knowledge, experience, and credibility to lead effectively and do so with integrity, openness and honesty.

Leaders had the skills, knowledge, and experience to perform their roles, they had a good understanding of the services they managed and could explain clearly how the teams were working to provide high quality care.

Leaders were visible in the service and approachable for staff. Staff told us that leaders had the appropriate knowledge, experience, and skills to lead effectively.

Leaders confirmed they had regular and ongoing support and access to ongoing development.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The service had clear responsibilities, roles, systems of accountability and good governance to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a clear framework of what must be discussed in team meetings to ensure that essential information, such as learning from incidents and complaints, was shared and discussed. Leaders held regular mortality reviews and had implemented recommendations from reviews of deaths, incidents, complaints, and safeguarding alerts at the service level.

Staff undertook and participated in local clinical audits. The audits were sufficient to provide assurance and staff acted on the results when needed.

Staff understood the arrangements for working with other teams, both within the provider and external, to meet the needs of people, this included having joint working agreements in place with other external agencies to support people’s care and treatment.

Information governance systems included confidentiality of patient records.

Team managers had access to information to support them with their management role. This included information on the performance of the service, staffing, and people’s care, which was discussed at regular meetings with frontline staff.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The service focused on continuous learning, innovation and improvement across their organisation and the local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Staff felt they were involved in improvement initiatives across the service. For example, 1 staff member told us they had developed paperwork to streamline the process of prison discharges. One staff member told us they had developed new people pathways in line with an increase in people presenting with ketamine use.

The provider had collaborated with partner agencies to address the increasing number of people sleeping rough in Great Yarmouth. The initiative included an outreach team who utilised a van to travel around Great Yarmouth offering outreach support working together with external agencies who provided wraparound support to those that were rough sleeping or at risk of rough sleeping and needed support with substance misuse, as well as other areas such mental health and trauma.