Coquet Trust

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 good. At this assessment the rating has changed to 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 needs of people and their communities. Leaders promoted a clear vision and values that were well understood by staff. A staff member said, “The staff team are committed to adding positively to people’s lives.” Another staff member told us, “Every member of staff makes every effort to engage with people.” The organisation’s culture was described as caring, inclusive, and focused on continuous improvement. Leaders articulated a clear long-term vision, focused on consistency, high standards, and making Coquet Trust a desirable place to work. Staff and managers described a culture of collaboration and positivity, where achievements were celebrated. The service had an ethos of shared responsibility and inclusion. One senior leader said, “We’re all part of the same team.”

People using the service were involved in reviewing the services provided and the feedback used to develop the service for everyone. Senior managers maintained an open-door policy and were visible across services, which staff said helped them feel supported and part of a collaborative team. Families and staff confirmed achievements were celebrated and people were central to decision-making.

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 and always did so with integrity, openness and honesty. A senior manager commented, “Training delivered by senior management team (SMT) members helps staff feel connected and supported.” Staff praised leaders for acting quickly on feedback to promote a positive culture.

Staff described managers as approachable, compassionate, and proactive. A staff member said, “I am absolutely supported. During 1:1 meeting’s, manager’s often mention about counselling support. We have them every couple of months.” Relatives also said management were responsive. A relative said, “There are different managers I speak to. They seem very approachable and if there have any problems, I have rung them, and they have altered things.”

Leadership visibility was strong, with senior managers conducting regular roadshows and meetings to maintain accountability and engagement. Leaders acted with integrity and were committed to learning, as shown by their response to safeguarding concerns and investment in staff development. The provider had robust succession planning and recorded talent management, with opportunities for staff to progress through advanced qualifications and leadership roles.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had systems to encourage staff to raise concerns, including whistleblowing policies and annual refreshers. Staff understood how to speak up and felt listened to.

The provider valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for staff. The provider had introduced specific workshops and case studies to enhance inclusivity.

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. Leaders acted on the best information about risk, performance and outcomes and shared this securely when appropriate. Regular audits were completed to help monitor quality and safety. Action plans were developed where required and planned actions monitored until completion.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, so services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The provider worked closely with local authorities to support people transitioning from long-stay hospitals into the community and participated in sector research and policy development. The service worked collaboratively with local authorities, housing associations, and health professionals to support people’s needs. Staff and families confirmed people were encouraged to access community activities and maintain relationships. Families were actively involved in decision-making, and initiatives such as “Voices Together” forums and monthly mingles (person led group) promoted inclusion. The organisation shared good practice with other providers and contributed to national discussions on workforce development and PBS strategies. The organisation shared good practice with other providers and participated in sector research, demonstrating a commitment to improving outcomes beyond its own services.

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. There was a strong learning culture. Lessons from incidents and complaints were used to improve practice, such as changes to medication storage and safeguarding protocols.

The provider invested in innovation, including an upcoming digital platform to enhance family engagement and an innovation fund to support new projects. Staff were encouraged to share ideas and participate in research initiatives, such as PBS development with a local university. The provider contributed to joint working initiatives, such as a hate crime project. The purpose was to create a safer, more inclusive environment for people with learning disabilities by raising awareness of hate crime, supporting victims, and establishing itself as a hate crime reporting centre.

Continuous improvement was evident through updated audits, reflective practice, and staff development opportunities. Staff were encouraged to share ideas and had access to new initiatives, including champion schemes and advanced training.