HF Trust - Pound Lane

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

The service had a clear vision and values that were understood and upheld by staff. Leadership was visible, approachable, and committed to continuous improvement. During the inspection the senior management teams were meeting with staff to gain feedback about how they can improve and shape the culture of the business in the coming years. Staff and managers gave positive feedback about this initiative.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice, for example, where incidents relating to medicines occurred the management identified these and shared lessons learnt with the wider team.

People and staff were regularly asked for feedback, which was used to shape service delivery. The provider encourages people to attend meetings where their voice can be heard and to share their views about how to make change either with in the service or to enrich their lives individually.

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 felt supported and valued in their roles. There was a strong team culture and a shared commitment to person-centred care. A staff member said, “There is equality. We have managers on the ground. We are all looking after each other and keeping an eye and encourage each other. Everyone is respected in every way and if anything goes wrong. The team, we might work with people you know really well. Staff abilities vary and we work as a team.”

Quality assurance systems were in place to monitor care and drive continuous improvement, with people’s voices central to decision-making as well as intelligence received from the audits. Actions were identified from audits completed, however not all audits identified clear actions plans, so there was not always evidence that the improvements that had been identified transferred into completed actions.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice, for example, where incidents relating to medicines occurred the management identified these and shared lessons learnt with the wider team.

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. However, where actions had been identified through some of the audits these were not always captured and so there were not clear evidence that improvements were made and embedded.