Currergate Nursing 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 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.
The culture and vision of the service were clearly communicated by the registered manager and provider. Staff meeting records showed detailed discussions on topics such as company values, policy updates, wellbeing, sustainability, and quality of care. Staff were encouraged to share feedback through open questions, and issues raised, such as record-keeping and supplies, were acted on promptly. Nurse meetings included clinical discussions where staff felt comfortable raising concerns, and appropriate actions were taken to address these.
Overall, meetings demonstrated a strong emphasis on embedding values such as dignity, respect, and treating people as if they were in their own home, not a workplace. Communication was clear, and expectations for care quality and accurate recording were consistently reinforced.
 

Not all leaders understood the context in which the provider delivered care, treatment and support. They did not always embody the culture and values of their workforce and organisation. Leaders did not always have the skills, knowledge, experience and credibility to lead effectively, or they did not always do so with integrity, openness and honesty.
Staff spoke highly of the registered manager and other managers, describing them as “approachable, supportive, and focused on the best interests of people using the service.” The registered manager explained how the provider was responsive to requests for additional resources, such as equipment and home improvements, and actively joined staff meetings to evaluate the service and embed its values. The registered manager and clinical lead had completed training on creating their own ReSPECT forms which provide a clear summary of a person’s wishes and clinical recommendations for their emergency care if they cannot speak for themselves. This demonstrated commitment to developing leadership capability.
A clinical lead was in post and provided leadership to the nursing team, although some upskilling was needed to ensure their knowledge and practice were fully up to date and compliant with regulations. We identified gaps in the knowledge of the clinical lead and nurses around high-risk medication documentation, patch rotation requirements and details to be captured in as and when required protocols. Once the upskilling of their knowledge is achieved, they will be able to share expertise through supervision and training to drive and embed the necessary improvements in clinical care.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff told us they had received appropriate training and guidance around the Freedom to Speak Up policy and understood how to apply it in practice. They reported feeling confident to raise any concerns and were reassured the registered manager would take appropriate action if required. One staff member told us, “If I had any concerns, I would report it straight to [registered manager]. I know [registered manager] would act and deal with this properly, they are really good.”
Staff were also involved in regular team meetings, which focused on the service’s core values. These meetings encouraged an open culture and provided opportunities for staff to share feedback, supporting a workplace environment where people felt comfortable speaking up.
 

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.
Recruitment processes were fair, transparent, and equitable, ensuring all staff had equal opportunities to join and progress within the service. Staff reported they had never witnessed or experienced discrimination and felt consistently supported, respected, and valued.
The provider maintained a diverse workforce, with some staff able to speak additional languages, improving communication and engagement for people whose first language was not English. This demonstrated a proactive approach to inclusion for both staff and people using the service.
Staff appreciation and wellbeing initiatives were extensive and highly personalised, including recognition for additional responsibilities, flexible rewards, and access to wellbeing support. These initiatives reflected a culture that valued staff and actively promoted equity, inclusion, and engagement.
The service went further by embedding equity and inclusion into everyday practice. Staff were encouraged to contribute ideas for improving equality, diversity, and inclusion initiatives, and feedback from staff was actively acted on to shape policy and working practices. The impact of these initiatives was evident in high staff morale, engagement, and retention, with staff reporting they felt valued and empowered to deliver care which reflected the service’s inclusive culture.
Overall, the service demonstrated a workforce culture that was not only fair and supportive but actively promoted innovation, inclusivity, and staff wellbeing, ensuring positive outcomes for both staff and people using the service.
 

Some governance systems and processes required improvement. While systems and audits were in place, and some positive actions had been taken, practices were not yet fully embedded, and oversight needed strengthening to ensure consistency and sustainability across the service.
Managers carried out routine walkarounds and audits, including checks on call bells, health and safety, infection prevention and control, and care records. These audits were completed consistently and supported oversight of the service.
Some areas for improvement were identified during the assessment. Repositioning records were not always completed accurately, with occasional gaps or repeated positions noted. Leaders had identified this prior to assessment and further work had been undertaken following the assessment to ensure records were completed clearly, with daily checks and challenge in place. Similarly, fluid intake monitoring had required action, and improvements had been implemented to ensure low intake is now identified and acted on appropriately.
Medication audits had not fully identified shortfalls prior to the assessment, meaning some issues could not be addressed earlier.
While improvements had been made and were positive, these practices now needed to be fully embedded into everyday routines to ensure consistency, sustainability, and continued oversight across the service.
 

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 service demonstrated strong partnership working with health and social care professionals, which contributed positively to the health and wellbeing of people living at the service. Professionals involved included speech and language therapists, wound care specialists, GPs, chiropodists, and eye and hearing services, ensuring people received routine checks and specialist support when needed. People living with dementia were supported to access the right specialist input.
The service had developed a particularly effective relationship with Manorlands Hospice. The discharge coordinator was readily available for advice, and hospice nurses visited people as required. Self-referral was possible, providing timely access to support, and monthly catch-up meetings with palliative care nurses helped keep care reflective and responsive to individual needs.
Partnerships with the local community were also strong. People engaged in activities with local groups and participated in visits from groups like the Steeton Male Voice Choir at Christmas. Intergenerational activities took place with a nearby nursery, enhancing social inclusion and providing meaningful connections for people.
 

The service demonstrated a strong culture of learning and innovation. Lessons from shortfalls were promptly addressed and shared across the provider group, and staff had access to structured development opportunities. Accreditation schemes and collaborative partnerships supported continuous improvement and the ongoing development of skills and practice.
Following the findings at this assessment, action was taken promptly to address the shortfalls identified, and learning had been shared across the wider provider group.
The service participated in recognised accreditation schemes, including the Gold Standards Framework for end-of-life care and Investors in People, with recent re-accreditation demonstrating ongoing commitment to quality and standards.
There were multiple opportunities for learning and development within the service. Regular placements were provided for student nurses and paramedics, who shadowed senior staff to develop communication skills and gain insight into working in a nursing home. Occupational health students also spent time working closely with individual service users, providing valuable experiential learning.
The service maintained strong links with the Bradford Care Association, engaging in collaborative working groups to share practice, access additional training and support, and driving improvements across the provider group. Systems were in place to ensure lessons learned were communicated effectively across services, supporting continuous improvement.
Overall, the provider demonstrated a commitment to continuous learning and innovation, with clear systems to develop staff skills, share good practice, and enhance responsiveness across the organisation.