66 Hookstone Chase 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.

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, inclusive and person‑centred culture. Staff and managers shared clear values and demonstrated commitment to person centred, high‑quality care.

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. Managers were knowledgeable and accessible. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff were positive about the provider and the management team. Staff said, “I love working at Hookstone. The managers are great” and “They [managers] do a great job. Really good and conscientious.” A new manager had recently started to work at the home and had applied to register with CQC. A person who lived at the home said of the manager, “She’s good. She does her job well.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they could raise concerns without fear and felt confident these would be addressed. One said, “They always want feedback. They listen to your suggestions.” Leaders encouraged openness and transparency to prevent closed cultures. Staff had received training about closed cultures and how to recognise and prevent them.

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. Equality and diversity principles were embedded in practice and policy. There was evidence of investment in staff well-being, training and development, including initiatives to recognise and reward staff contributions.

Governance systems were effective. The provider had clear responsibilities, roles, systems of accountability and good governance. There was a clear structure of audits, action plans and oversight from senior managers. They used these to manage and deliver good quality, sustainable care, treatment and support. Governance systems were effective, including regular audits, action plans and oversight from senior managers.

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. Managers worked collaboratively with families 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. Policies were current and accessible, guiding staff in expected practice. There was clear evidence of continuous improvement, with lessons learned informing ongoing updates.