CGL Cambridgeshire

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

This means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last assessment we rated well-led as requires improvement. At this assessment the rating has changed to good. Leaders had the skills, knowledge and experience to perform their roles. Staff knew and understood the provider’s vision and values and how they applied to the work of their team. Staff felt respected, supported and valued. Governance processes operated effectively. Performance and risk were managed well. Teams had access to the information they needed to provide safe and effective care. Staff collected analysed data about outcomes and performance. They used this to identify improvements

We have not awarded this service a score for Well-led.

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

We have a shared vision, strategy and culture that is based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding and meeting the needs of people and our communities.

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

Staff described a supportive, team culture where colleagues collaborated effectively to benefit people. Equality and diversity were highly valued and clearly reflected across the workforce. Employees felt comfortable raising concerns through multiple forums such as morning flash meetings, multi team discussions, and directly with their line managers. Staff praised the open and transparent communication among staff and leaders.

We have inclusive leaders at all levels who understand the context in which we deliver care, treatment and support and embody the culture and values of their workforce and organisation. They have 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 highly visible, approachable, and well-regarded by the teams. Staff confirmed that the leadership team had the necessary knowledge, experience, and skills to lead the service effectively.

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

We create a positive culture where people feel that they can speak up and that their voice will be heard.

The service had clear policies and procedures to support whistleblowing and speaking up. Staff had full access to these policies and procedures, understood the reporting processes, and felt empowered to raise concerns without fear of reprisal.

We value diversity in our workforce. We work towards an inclusive and fair culture by improving equality and equity for people who work for us.

The service actively promoted equality, diversity, and inclusion across the workforce. Staff benefited from flexible working arrangements to accommodate personal circumstances, including caring responsibilities and health needs. Managers proactively implemented reasonable adjustments so staff could carry out their roles effectively.

We have clear responsibilities, roles, systems of accountability and good governance to manage and deliver good quality, sustainable care, treatment and support. We act on the best information about risk, performance and outcomes, and we share 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 understand our duty to collaborate and work in partnership, so our services work seamlessly for people. We share information and learning with partners and collaborate for improvement.

The service had a clear understanding of its responsibility to work in partnership with other agencies to deliver coordinated care. Information and learning was consistently shared with a range of partners, including hospitals, GPs, probation services, and mental health services.

People using the service had access to mental health support from a dedicated psychology team, smoking cessation delivered within the service. An external organisation were embedded within the service to offer people using the service free, independent and expert advice across a broad range of areas, including money and debt, benefits, housing, energy and work/education support.

We focus on continuous learning, innovation and improvement across our organisation and the local system. We encourage creative ways of delivering equality of experience, outcome and quality of life for people. We actively contribute to safe, effective practice and research.

Performance was monitored by completion of regular audits, and the outcomes were recorded on key performance indicator (KPI) dashboards.

There was a clear framework and agenda of what must be discussed in meetings to ensure that essential information, such as learning from incidents and complaints, were shared and discussed, along with examples of good practise.

Staff had implemented recommendations from reviews of deaths, incidents, complaints and safeguarding alerts at the service level.