Clervaux 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 remained 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 79 (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 which was based on thePractical Skills Therapeutic Education (PSTE)method, which is designed to support each person’s educational, therapeutic, and developmental journey. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The management team ensured the service remained focused on high quality and effective care for people. 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. The provider focused on continuous learning, innovation and improvement, whilst putting people who used the service at the very centre.

The culture at the service was exceptionally positive. Staff understood their main role was to support people to have the best experiences possible. When people who used the service did something for the first time or excelled at something this was celebrated by the whole team.

Staff promoted people’s daily living skills so they could participate in the running of the home which made people feel valued. They told us how staff supported people to follow their interests, attend community activities and do a wide range of hobbies, many of which involved taking positive risks.

The atmosphere and culture at the service both between people and staff was exceptionally positive. People were comfortable when being supported by the staff team. We observed people spending their time how they chose to do so and people were clearly happy and leading meaningful lives.

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. The atmosphere amongst the staff was calm and they all appeared to work well together as a team.

People and relatives said they were familiar with the management team and they felt comfortable approaching them. The management team had good oversight of the service.

Staff spoke positively about the management team and the training the provider offered. One staff member said, “I can't fault the support from management. There is always someone on call if we need them. We do a mixture of face to face and online training.” Staff said they felt included and valued in discussions about people’s support. The management team led by example, in line with the provider’s ethos.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to speak up and raise concerns when needed. Staff told us they felt confident that action would be taken if issues were raised.

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 we spoke with said that they felt appropriately trained and well supported. Staff had access to an employee assistance programme and numerous training opportunities which were additional to mandatory training.

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.

There were systems in place to monitor the quality and safety of the service, including medicines, infection prevention and control, environmental safety, accidents and incidents. The management team reviewed records and used audits, feedback and learning from events to support ongoing improvement. Statutory and regulatory notifications were appropriately submitted.

Staff told us the service was well-led and communication from leaders was clear and effective. Staff spoke positively about the management team and working at the home.

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 were supported to be active members of their community through a range of regular vocational activities, voluntary work, meaningful activities and hobbies. People were encouraged to maintain strong relationships with those important to them and independent travel was supported appropriately.

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.

Continuous staff training contributed to safe and effective care. Staff worked well together and supported each other to provide good quality care. There was an open culture which promoted inclusivity, reflection and learning.