HF Trust Devon

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 outstanding. At this assessment the rating has changed to good.

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 management team and staff had a shared culture and passion for ensuring people reached their maximum potential. The managers were visible and accessible for staff to seek advice and guidance. Staff told us the management team were fair, had an ‘open door’ policy and they created a positive working culture. One staff member told us, “The manager is approachable, I am happy working here.”

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.

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. The management team were responsive when things went wrong and took action to make improvements. Throughout the inspection, management and staff we spoke with acted with openness, integrity and transparency.

Leaders were skilled and experienced to run the service. Staff praised the management team. Staff spoke positively about the support they received. Staff commented to us “I feel able to talk with our manager[name],[name]is very approachable and supportive” and “I am encouraged and supported to raise concerns and under [name] management, I am treated well and fairly.”

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

People and their relatives told us they felt confident raising concerns about their care and support when needed. Contact details and information about the complaints procedure were available in people’s homes, and individuals knew how to contact managers directly if they had any issues. People described feeling comfortable approaching staff and management, and shared positive feedback about the openness and accessibility of the service. People told us, “I know the office number” and “If I wasn’t happy about something I would tell staff, then go to the manager”. They felt able to approach and speak with management and staff. Comments included, “I don’t have any concerns” and “The managers and [name] are always around to talk to and always make time to chat with me.” The provider had a whistleblowing policy in place, and staff told us they felt able to voice their opinions during supervision and team meetings and were assured their concerns would be listened to and acted upon.

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.

The provider’s recruitment process and internal processes meant staff were recruited fairly and workforce equity was promoted.

Management understood the importance of having a fair and inclusive workplace. Staff received relevant training and supervision to support their knowledge and understanding of equality ,inclusivity and fairness in the workplace.

Staff told us they felt they were valued, treated with respect, and the management team had fostered an inclusive and fair environment.

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 had recently identified issues through monitoring management performance and took prompt action by employing a consultant to develop an improvement plan. Action plans were regularly reviewed by senior management and the consultant, to ensure completion, and a management restructure was implemented to strengthen leadership and drive improvements across the service.

Additional monitoring was introduced, with managers meeting staff directly to address concerns. Vigorous quality assurance and auditing processes were in place, with issues discussed at senior leadership meetings and plans developed to ensure necessary improvements. The provider submitted relevant notifications to the CQC as required and maintained a range of checks and audits to monitor quality and safety, supporting continuous improvement in performance.

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.

The service worked in partnership with health and social care organisations to deliver positive outcomes, maintaining relationships with commissioners and health teams. People received holistic care, with support needs managed safely and effectively. Management and staff collaborated to help individuals access their communities and increase independence, engaging constructively with professionals at multi-disciplinary team meetings to review changing needs. Staff were proactive in making referrals and arranging specialist support, such as occupational therapy assessments and specialist equipment. However,1health and social care professional highlighted challenge’s in obtaining information. This was due to limitations in the provider’s data systems and the availability of managers, who were often on shift at other services, which at times made information requests difficult. There was evidence of collaborative working with families and other professionals, ensuring continuity of care and supporting positive outcomes. Relatives described staff as helpful and reassuring, noting regular communication and feedback about their family members, which provided confidence and reassurance, particularly for those living further away.

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.

Managers and staff were committed to learning from incidents and responded proactively to feedback during the inspection process. People knew how to contact managers and expressed confidence any issues raised would be resolved, with1person describing how their concern about shower access led to the installation of a wet room. Surveys were issued to people, relatives, and staff, with results analysed and action plans developed to drive improvements. Feedback from people was positive, reflecting satisfaction with the care and support provided, while feedback from relatives was more mixed. Some relatives praised the quality of care and communication, where as others expressed a desire for increased contact from the provider.