61 Kings Road Harrogate

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.

The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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 an open and inclusive culture. Clear values were communicated through team meetings and audits. Managers and staff shared these values and a commitment to providing person-centred care. One staff member said of the new manager, “[Manager’s name] has people’s best interests at heart.”

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.

Managers were visible and approachable; staff described them as supportive. A new manager had recently started to work at the home. Staff said, “I really like the managers. [New manager] is really approachable. She is enthusiastic and dedicated” and “[New manager] is good. She keeps everything in good shape.”

Relatives told us the new manager was approachable and easy to contact. Relatives spoke positively about staff and managers.

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard. Staff told us they felt supported and felt confident and able to raise concerns.

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. A range of policies were in place to guide staff on what was expected of them. Equality and diversity were embedded in policies and discussed with staff.

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 systems included regular audits, action plans, and oversight by senior managers. The manager and area director worked well together.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information with partners and collaborated for improvement. There was engagement with local initiatives and the service shared learning through meetings and newsletters. Managers and staff worked with people’s relatives and external partners to improve outcomes and maintain transparency.

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. Continuous improvement was evident through audits, action plans, and updates to care systems. Lessons learned were used to aid continuous improvement.