CGL Cambridgeshire

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

This means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

Staff treated patients with compassion and kindness. They respected patients’ privacy and dignity. They understood the individual needs of patients and supported patients to understand and manage their care, treatment or condition. Staff involved patients in care planning and risk assessment and actively sought their feedback on the quality of care provided. Staff informed and involved families and carers appropriately.

We have not awarded this service a score for Caring.

Find out about when we will not publish a key question score and what we look at when we assess Caring.

We always treat people with kindness, empathy and compassion and we respect their privacy and dignity. We treat colleagues from other organisations with kindness and respect.

Feedback regarding care and treatment was consistently positive. People reported feeling thoroughly supported throughout their entire recovery journey. One individual praised the service, sharing that staff had saved them from a life of substance use and provided unwavering support at every stage of their treatment.

Staff consistently demonstrated a deep understanding of people’s emotional and psychological needs, particularly during early recovery, and responded in a calm, reassuring and non‑judgemental way.

Staff interacted with people in a respectful and attentive manner and took time to listen to them. Staff consistently spoke about people thoughtfully and compassionately during discussions and were optimistic about people’s recovery journeys. Staff knew people well and took account of individual preferences, backgrounds and circumstances when sharing information and making decisions.

We treat people as individuals and make sure their care, support and treatment meets their needs and preferences, taking account of their strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The provider treated people as individuals and involved them in decisions regarding their care, treatment, and recovery. Care planning was person-centred and recovery-focused, reflecting people’s circumstances. Staff ensured that people were actively engaged in setting their own goals and reviewing their ongoing progress.

The service actively minimised language barriers to ensure information accessibility. Staff told us that information leaflets were available in the primary languages spoken by service users. The appointment of a multilingual recovery lead who was fluent in 5 languages significantly drove engagement with people whose first language was not English. This staff member effectively optimised communication by providing direct translation support, including during formal nurse assessments and during external meetings.

We promote people’s independence, so they know their rights and have choice and control over their own care, treatment. and wellbeing.

We spoke with 6 people using the service. People described feeling motivated to remain engaged with treatment and were positive about the support and treatment they received.

People had access to a range of activities and opportunities to engage with the local community to promote independence, health and wellbeing. These included structured group work, recovery meetings, 1:1sessions and peer support.

Staff signposted people to a range of community-based support services, including mutual aid groups and psychosocial interventions. People were also supported by accessing local activities to promote independence, health, and wellbeing.

We listen to and understand people’s needs, views and wishes. We respond to these in that moment and will act to minimise any discomfort, concern or distress.

Records reviewed, including minutes from meetings, the compliments log, and 3 complaints logged by people in the 3 months leading up to inspection, showed that staff responded promptly to concerns raised by people.

Staff were aware of changes in people’s presentation and took time to communicate and engage people in discussions about their immediate needs. Staff responded in ways that respected people’s wishes while maintaining safety, including escalating concerns where appropriate.

Staff completed safety planning with people which indicated what action was to be taken in crisis situations.

We care about and promote the wellbeing of our staff, and we support and enable them to always deliver person centred care.

Staff had a highly positive workplace culture and felt supported by visible leadership. Staff reported feeling consistently respected, heard, and valued by managers, who were described as accessible and approachable. Staff took pride in their roles and the wider team.

CGL had provisions in place to support the physical and emotional wellbeing of staff, which included a weekly wellbeing hour, telephone counselling, face-to-face counselling, telephone legal information, general telephone advice and an employee mentoring scheme.

Staff focussed on career progression, with senior staff being supported to develop the skills and experience required for future leadership roles. We saw evidence of career progression throughout our inspection.

Staff felt able to raise concerns and were confident that managers listened and acted on feedback.