Trinity Homecare

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.

This is the first assessment for this newly registered service. This key question has been rated Outstanding.

This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider had recently changed their values in coordination with staff. The registered manager told us, “We worked with staff to devise our new values. They have to come from our staff in order to be the most meaningful to them. Who are we as an organisation and what are we trying to achieve. We all need to be agreed on that”. They had conducted focus groups with staff to encourage them to give their ideas about what their values should be.

The provider had a clear strategy and vision for the organisation. The provider conducted a values orientation with new staff when they joined the service. They discussed things like “our why” and their mission, values and strategy. Staff confirmed they had been involved in the new values exercise and felt their opinions had been prioritised.

The provider promoted a culture where staff felt valued and their needs were important. Care staff made the following comments, “They do listen and help you. If I asked them for support, I’m confident they would help me, they already have.” and “Everyone is kind. You never feel alone, you’re always supported.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Leaders spoke passionately about the reasons they worked in care as well as their vision for the future of care at home. They spoke knowledgeably and with empathy about the stresses placed on families to organise care for their loved ones. One senior staff member confirmed they wanted to be helpful in sharing advice, even in circumstances where people were not going to commission care from them. She said, “We need to put the financials to one side and stick to the values.” Staff were therefore trained and available to speak to people to advise them on their care options and share resources about financial and legal matters.

Senior leaders were passionate about developing and encouraging talent within the organisation. The CEO explained the importance of “giving it a go”, in which he described a supportive environment in which staff were encouraged to try new things in order to develop new skills. We saw clear and detailed development plans for staff in which they were encouraged to apply for new opportunities and seek feedback.

Leaders had the experience and credibility to lead effectively and staff confirmed this. Care workers spoke positively about the registered manager in particular. Their comments included, “They are a very supportive employer. I have a good care manager” and “you can talk to your manager and they will be there to support you. I like Trinity.”

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

The provider had a clear whistle blowing procedure in place. We saw evidence that whistle blowers were supported and reassured, their concerns were investigated in line with the policy and they were informed of the outcomes with follow up support if needed.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider celebrated numerous different cultural events with staff in the office by sharing information in relation to various events and having decorations and food in the office. The registered manager told us their purpose in doing so was not only to have fun, but also to celebrate the diversity of their staff and the people they cared for by “valuing and appreciating everyone.”

The provider encouraged the fair and equitable treatment of staff by taking account of their individual circumstances and supporting them to make adjustments to their work where this was possible. The provider gave examples of people they had supported in difficult times or those with health issues to continue working in an adjusted environment. The registered manager told us they didn’t want anyone to feel “guilty or embarrassed”, but they wanted to support their staff “through the good times and the bad. We just want to tell our staff, we are here for you”.

The provider encouraged staff in their work by holding employee awards, to reward staff who had been nominated by others for their exceptional work as well as an employee of month to also encourage and appreciate good work. One care worker told us “They are a very supportive employer. I have a good care manager and for the first time ever, I feel really appreciated for the work I do.”

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.

The provider’s governance structure was published and available for staff to view. They had different committees and meetings with clear, individual responsibilities and accountabilities, including strategic oversight or operational implementation.

The provider acted on their findings about risk through developing clear action plans in response to any issues identified in auditing and ensured these were completed in a timely manner.

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’s care records included evidence of communication with multi-disciplinary professionals about particular issues effecting people’s care. Care staff knew about external professionals who were involved in people’s care and reported any issues as required.

The registered manager gave us examples of joint-working with external providers to provide people with the care they needed, for example, optical care for people at home.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 provider shared lessons learned with staff through weekly, structured online sessions with the space to answer any questions as well as through their intranet. Staff involved in incidents were required to complete a specific lessons learned/ reflection exercise to ensure their practice improved going forward. The provider also shared lessons learned from other services to ensure potential issues were preventable from the outset. They also ensured examples of good practice were shared with staff so they could also learn and embed good work.

The provider conducted research and pilots to make use of innovative tools. At the time of our assessment they were piloting different Artificial Intelligence (“AI”) systems to improve care for people. This included a home- based physiotherapy programme which supported people to conduct their physiotherapy exercises at home and was linked with their physiotherapist care plan.

The provider developed their own education materials for staff to develop their knowledge in different areas of practice. This included an end of life care series directed at care workers and care managers who wanted to increase their knowledge of end of life care. Modules included pain relief and making people comfortable.