Harrogate Lodge

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.This is the first assessment for this newly registered service. This key question has been rated 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 registered manager told us they are a respectful provider and actively listen to feedback from partners, such as the local authority. We saw actions that had been completed following monitoring visits from the local authority commission team. Staff told us the staff meetings were productive and they were listened to. The registered manager and deputy manager were invested in the service, had high standards they wanted adhered to, and wanted the best for people living there.

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. Most staff, people and relatives spoke highly of the deputy and registered manager. A staff member told us, “The management team are very approachable, I can talk to them about anything, they keep any personal concerns confidential and deal with them effectively and professionally.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff reported feeling well supported in their roles and highlighted a positive culture of openness within the service. Staff told us, “The manager’s door is always open, I usually email or telephone with any issues as I work nights and it’s not as easy to call in, anything I have raised has always been dealt with.”

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 service demonstrated a strong commitment to promoting equality, diversity, and inclusion across its workforce and staff came from a range of backgrounds. Recruitment practices were inclusive and aimed to reflect the diversity of the community. The registered manager led by example, creating a workplace culture where differences were seen as strengths.

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. There was a robust quality assurance system in place to monitor the quality of the service, and this was overseen by the regional manager and provider. Audits of care plans, staff files, medicines, training, accidents and incidents, falls and infection control were in place. These practices contributed to a well-led environment focused on safety, accountability and continuous improvement.

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 registered manager maintained regular contact with health professionals and external groups to enhance the experience of people living at the home. The service ran several events for people to enjoy and participate in both outside and inside the home. This helped to promote social inclusion and reduce isolation. During our assessment a singer came to the home staff were engaging with people and dancing.

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. During our assessment, we found that the registered manager actively fostered a culture of learning, improvement and openness. Learning events were addressed promptly for improvement which provided better outcomes for people. Feedback from staff and people was also encouraged.