Airedale Residential & Dementia Home

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 68 (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 provider was open and honest throughout the assessment. They were aware of improvements that were required at the home and were actively addressing these.

Staff we spoke with were positive about the culture at the service. They told us the registered manager was approachable, and they felt comfortable to discuss any concerns and suggestions with them. Staff told us they worked well together as a team to provide good outcomes for people.

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 registered manager was compassionate and inclusive of working together with staff as a team. They were visible and available in the home. They were well thought of and known by the people, staff, family members and professionals. Staff told us, “Im proud of the team working together and communicating. The manager has done a good job building a good team” and “The manager is very approachable.” One relative said, “Since the registered manager has come in, they have turned things around.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. One staff member said, “Yes, the registered manager is kind and friendly, they listen to my problems. They always give me the time to talk.” People and their relatives felt that they were provided opportunities to discuss their care.

The provider demonstrated an appreciation for diversity within the workforce, with a team comprising varied backgrounds and inclusive cultural events, such as celebrations that reflected different traditions. However, the provider did not consistently promote an inclusive and equitable working culture. For example, staffing policies did not always take into account the importance of adequate rest between shifts, which may have impacted staff wellbeing and fairness in working conditions.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. Although audits were carried out and action plans developed, there was no overarching plan in place to consolidate outstanding issues across the home and clearly demonstrate where improvements were needed.

Records were not consistently robust. For example, one behaviour monitoring form lacked the individual’s name, and care plans did not always contain accurate information regarding people’s mobility and nutritional needs. We also identified an incident that had not been reported by staff, which meant we could not be assured that all incidents were being consistently recorded.

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. One health professional said, “We support homes when people’s behaviour changes. We try to work collaboratively with the home. Airedale Care Home will raise issues with us and work with us.”

The provider demonstrated a strong commitment to ongoing learning and improvement across the home. Since the previous inspection, they have taken meaningful steps to enhance the quality of care, resulting in the service no longer being in breach of regulation. The registered manager acknowledged that further work was needed to ensure systems remained safe and effective, stating, “Many of the issues identified during the last inspection have been resolved. I’m always open to learning.” They also fostered positive collaboration with the local authority and participated in relevant training to support continued progress. Throughout the assessment, the registered manager showed a proactive approach to addressing any concerns raised.