Harboro

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 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.

Leaders promoted a clear vision based on people’s rights, inclusion and community access, and staff understood and demonstrated these values in practice. Right Support, Right Care, Right Culture principles were evident in how the service balanced safety with independence and choice.

Families described a homely atmosphere and a culture that treated people as individuals. One relative said, “The best thing… is the homely atmosphere.” Another added, “I like the fact that… ethos is right”. Staff also spoke about a collaborative approach where their ideas influenced activities, such as planning trips. This shared direction created a positive, inclusive culture where people, families and staff felt their voices were valued.
 

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.

Leaders were visible, approachable and demonstrated inclusive practice. They supported staff development and ensured decision-making was transparent, creating a culture of openness and accountability.

Families spoke positively about leadership, with one relative saying, “Definitely the best manager they have had… calm and respectful.” Staff told us they felt well supported and highlighted structured forums such as team meetings, supervisions, appraisals and ‘lunch-and-learn’ sessions as opportunities for feedback and learning. This approach helped ensure staff felt valued and confident in their roles, contributing to a stable and well-led service.
 

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

Staff told us they felt confident to speak up, including about inappropriate referrals or unsafe transitions, and described an open-door approach from managers. The registered manager told us the home had introduced a new programme about leadership to give staff confidence. This initiative aimed to strengthen managers’ skills in communication and responsiveness, helping create a culture where staff felt safe to raise concerns.

Leaders explained that multiple speak-up channels and real-time feedback mechanisms were in place to support openness and accountability. This approach helped ensure concerns were addressed quickly and transparently, reinforcing a culture of safety and trust.
 

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.

Recruitment processes were fair and transparent, with adjustments considered through health questionnaires and structured induction, helping create a psychologically safe start for new staff.

Leaders monitored recruitment and staffing through monthly reports and were moving resources to an internal portal to improve access and consistency. Initiatives such as a neurodivergence project and inclusive recruitment pathways supported opportunities for people who may not hold traditional qualifications. Staff told us they felt listened to and involved in decision-making, and leadership engagement initiatives, including staff attendance at chief executive (CEO) meetings, reinforced transparency and trust.

Staff told us they did not experience discrimination, and concerns about fairness were openly discussed, showing a culture where staff felt safe to speak up.
 

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.

Regular audits, action plans and accurate records supported oversight. Medicines governance was strong with named leads and routine checks.

Families recognised positive aspects such as electronic medication administration record (eMAR), timely access to some health services and keyworker support.

Care plans showed governance in practice, with review dates, monitoring charts and clear instructions for staff. Environmental checks, fire safety systems and equipment servicing were up to date, and digital systems supported secure information sharing. While governance systems were embedded, improvements were needed to ensure feedback consistently translated into timely, sustained action.
 

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 provider worked closely with relatives, health professionals and community organisations to support inclusion. Feedback from partners informed service development and helped remove barriers to access.

People regularly accessed local activities and events, such as community BBQs, Rock Choir and church services, and the provider supported wider initiatives like charity events and sponsorships. A relative said, “They hold charity events [and are] good at networking.” Staff described daily opportunities for people to engage with their community, including local walks, lunches and joint activities with other services.
 

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.

Leaders promoted a culture of continuous improvement and worked with families, professionals and community partners to enhance outcomes. Changes such as introducing electronic records, and refining audit tools were implemented and evaluated for impact. Staff were supported to test ideas and share learning.

Families were involved in service development, and co-produced initiatives such as a hospital-avoidance protocol, with one relative saying they were, “Very pleased with the way it has worked.” The provider also engaged families in using innovative audio technology to support communication and inclusion, such as devices that allow people to access stories and music independently without screens.