Clervaux Trust

The following is CQC's published account of its assessment, published 4 September 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 8 June to 30 July 2026

Clervaux Trust is a residential care home providing accommodation and personal care to autistic people and people with a learning disability. The reason for this assessment was the length of time since the last assessment.

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. We found the provider was meeting the principles of ‘Right support, right care, right culture.’ People were supported to express their views in various ways, staff respected people’s choices and staff encouraged and supported people to lead as fulfilled a life as possible.

Systems and processes were in place to assess risks to people and ensure they were safeguarded from avoidable harm. Staff completed safeguarding training and knew how to raise concerns. Staff were knowledgeable about people’s individual needs and risks, and how to keep them safe. There were enough staff to meet people’s needs in a timely way. Staff were recruited safely. The environment was clean, welcoming and homely, with personalised bedrooms and well maintained communal spaces. Medicines were managed safely, although records regarding ‘when required’ medicines could be improved; action was being taken to address this.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests. The policies and systems in the service supported this practice. Where people lacked capacity to make specific decisions mental capacity assessments were completed and decisions were made in people’s best interests. Relatives and/or health and social care professionals were involved in such decisions.

Staff supported people in a very compassionate and caring way. Staff knew people’s individual needs well and people were clearly comfortable with the staff who supported them. Staff understood people’s communication needs and communicated effectively with people. Staff supported people to take part in a range of activities to support their emotional, physical and social needs. Staff supported people to gain new skills and develop existing skills so they could achieve their goals. There was a culture of positive risk taking which enabled people to experience activities they might not have thought were possible, which had a hugely positive impact on people’s wellbeing and quality of life.

Care records were regularly reviewed to ensure they reflected people’s needs. The home worked closely with external healthcare professionals to support and maintain people’s health. Staff were well supported, had completed relevant training and enjoyed working at Clervaux Trust.

The service was well led and the management team led by example. Although a registered manager was not in post at the time of the assessment, one had been appointed and was due to start soon after we visited the service. We spoke with the newly appointed manager during this assessment. Governance arrangements were robust, with audits leading to clear and sustained improvements.

The provider had a very clear shared vision, strategy and culture which was based on the Practical Skills Therapeutic Education (PSTE) method, which is a whole-system approach integrating practical skills, therapeutic social development, vocational learning, wellbeing, participation and meaning. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The management team led the service excellently and 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.