HF Trust - Trelowen

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

Well-led – 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.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

The registered manager and staff worked with families and people to build a culture that focused on enabling to people to enjoy their lives. Staff spoke positively about the people they supported, and our observations showed people were happy.

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

Staff were positive about the registered manager and told us they were able to approach them at any time for support and guidance.
The registered manager told us they were also well supported by the wider organisation. Monthly manager meetings were held where local managers could share learning and experiences as well as getting organisational updates.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

There was an organisational whistle blowing policy and staff told us they would be comfortable raising concerns at any level.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us their personal circumstances were known to the manager and respected. One commented, “It’s a good organisation to work for.” Another said, “You can ask to talk to [registered manager], really approachable and will deal with anything straight away.”
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these 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.

Records for monitoring risk were kept and any indicators of concern were acted on. For example, one person had been identified as at risk of losing weight. This had been escalated to the GP and their food intake had been monitored for a short period until the person’s weight had stabilised.
Regular audits were completed by the registered manager and the wider organisation.
There was no evidence quality of life outcomes were being monitored. While we had no concerns about people’s day to day experiences, it is good practice to track progression towards long-term goals and develop skills pathways.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

People enjoyed attending community groups and events with staff support. For example, they had supported a fund-raising event for a local charity.
 

The provider focused on continuous learning, innovation and improvement across the organisation and 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.

The registered manager was committed to improving the service and making sure it continued to meet people’s needs. More improvements to the environment were planned. There were also plans to change how people’s bedrooms were allocated to improve people’s experiences.
Families were asked for their views on the service annually. The results were analysed by the wider organisation and feedback given locally. This meant any identified areas for improvement could be acted on.