Harrogate Home Support

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 the provider was in breach of breach of Regulation 17(2)(b)(c) of the Health and Social Care Act 2008 (Regulated Activities) Regulations: Good governance. At this assessment improvements have been made, and the provider is not in breach of this regulation. At our last assessment we rated this key question requires improvement. At this assessment the rating has improved to 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 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 service maintained a clear, shared direction with recorded evidence, for example, in care plans which focused on person-centred care, dignity, and inclusion. People were central to decisions about their lives, with staff consistently upholding values of respect and autonomy. The risk of closed cultures was recorded during team meetings and during supervisions and supported by an open-door policy from the registered manager. Staff were encouraged to raise concerns and reflect on practice, helping to identify and address any early signs of institutional behaviour. One staff member said, “We are actively supported to raise any concerns we may have; I wouldn’t hesitate to share anything if I thought it wasn’t right, and everything would be looked into to.” This proactive culture promoted transparency, safety, and continuous improvement.

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. Leadership was compassionate, inclusive, and focused on enabling people to live good, ordinary lives as active members of their communities. The registered manager emphasised that training such as ‘Makaton Level 1 2’, ‘Autism and Communication’, and the ‘Supporting Autistic People Competency Workbook’, including ‘Right Support, Right Care, Right Culture’ directly supported staff in delivering inclusive and responsive care with people. Leaders embraced human rights principles, ensuring people were treated with dignity and equality. Support was designed to promote autonomy, inclusion, and choice, helping people access community life and exercise their rights, including voting and social participation.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service actively promoted a culture where both staff and thepeople they supported felt safe and supported to speak up. The registered manager maintained an open-door policy and encouraged open communication through regular supervisions and team meetings. Staff were confident in raising concerns, knowing they would be listened to and action taken. This approach helped safeguard against closed cultures and supported continuous improvement. Staff told us they would not hesitate to raise any concerns and proactively addressed day to day concerns raised by the people supported. When complaints were raised a log was held which included details of any resulting actions. The information was reviewed to target any emerging themes, and oversight was completed at provider level. This helped to foster an open and transparent service, reinforcing accountability, and a shared commitment to good, person-centred care.

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 held regular meetings with staff who understood the need to treat people and each other as individuals with respect and inclusion. Staff and people spent time getting to know each other; forming professional working relationships with mutual respect and understanding.

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. Governance and management systems were robust, supporting safe, person-centred care and continuous improvement. The registered manager provided clear oversight, with regular audits, supervision, and team meetings ensuring accountability and responsiveness. Quality assurance processes were embedded and aligned with regulatory standards. The service demonstrated sustainability through consistent staffing, ongoing training, and a values-led approach that prioritised inclusion, dignity, and public service principles. Leadership remained focused on long-term development, including areas for improvement such as future planning and end-of-life care.

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 actively built strong partnerships with families, professionals, and community organisations to deliver joined-up, person-centred care. People were supported to access a wide range of community facilities including day care, dancing, hydrotherapy, walking groups, and shopping, promoting inclusion and wellbeing. Pictorial evidence, such as photos and visual records captured the enjoyment and engagement of individuals in these activities, supporting meaningful communication and celebrating achievements. This community-focused approach helped individuals build relationships, reduce isolation, and lead ordinary, fulfilling lives.

The provider demonstrated a strong commitment to continuous learning, innovation, and improvement across the organisation and local system. The model of care was aligned with best practice guidance, including ‘Right Support, Right Care, Right Culture’, ensuring inclusive, person-led support. Leaders worked collaboratively with people, families, and staff to build a culture focused on enabling individuals to live full, ordinary lives. Creative approaches were encouraged to deliver equality of experience, outcomes, and quality of life. The service actively contributed to safe, effective practice and research. It is currently working towards ‘Autism Accreditation’ via the ‘National Autistic Society’, with assessment scheduled for the second week of November, and follows the ‘Oliver McGowan Mandatory Training’ framework; demonstrating its commitment to high-quality, informed care.