Holgate House

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 requires improvement. At this assessment the rating has changed 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 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Ongoing work was needed by the new manager to develop and embed a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement.The new manager has made lots of positive improvements in a short space of time. People, staff and visiting professionals had all noticed improvements at the service since the manager had started. While it is positive changes have recently been introduced, time is needed to fully embed these changes and approaches to have a consistent standard within the service.

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 new manager was experienced and skilled and they had introduced positive changes in a short space of time.

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

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 proud to work for the service and felt they did important work which benefitted people. The provider promoted a culture of zero tolerance to discrimination. We found staff’s protected characteristics were understood and supported by the provider. Leaders made reasonable adjustments to ensure staff had equal access within the service. Staff and leaders were trained on equality and diversity to ensure staff did not experience harassment.

The provider was working to embed sustainable systems of accountability and good governance.Continued work is needed to ensure the positive improvements the new manager has introduced are sustainable and embedded into the culture of the service. The provider had an oversight of the quality of the service. Leaders at the service regularly met with the provider to discuss incidents, risks and improvements needed to ensure accountability and transparency.

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.Leaders worked in collaboration with partner organisations to make sure people received good quality care. Leaders worked in an open and transparent way to ensure information was shared as required to ensure people’s safety.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. They did not always encourage creative ways of delivering equality of experience, outcome and quality of life for people. They did not always actively contribute to safe, effective practice and research.Leaders had introduced and were embedding systems to drive a consistent learning culture to improve when things had gone wrong. Leaders were skilled in analysing and monitoring incidents and events with a drive to learn and develop. Staff shared this approach and leaders worked in an open and transparent way to share learning. Leaders monitored to ensure changes and learning was embedded and adopted by staff.