Headingley Hall Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question outstanding. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People we spoke with, and our observations, confirmed that people were treated with dignity and respect at Headingley Hall. We observed staff supporting one person to clean their face after their meal in a way that promoted dignity, independence and comfort. Other people were supported with their personal care needs discreetly, either in private areas or in their own bedrooms.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s individual needs were assessed when they first moved into the service and were reviewed regularly to ensure support remained appropriate. Staff gathered comprehensive information about each person’s health, daily routines, cultural needs and what mattered to them, which was used to develop personalised care plans. When people’s needs changed, staff updated these plans and worked closely with families and other professionals to ensure the right support continued to be in place.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

We observed that people were supported to be where they wanted to be. For example, one person preferred to spend most of their time in communal areas, including during the night. This had been discussed with their family to ensure there were no underlying reasons preventing them from going to their room, and it was confirmed this was not the case. The person’s wishes were respected and supported by staff.

We saw people chatting and laughing together at the dining table, creating a relaxed and sociable atmosphere. One person went out with their relative and returned later in the day after having lunch in the community. People were also supported to make choices around food and drink, including having wine with their meals if they wished. One person told us they liked to have their apple juice served in a wine glass, as they could no longer drink wine and this helped them feel they were not missing out.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People and their relatives shared that staff responded to people’s needs appropriately and, if staff were busy, they responded as quickly as they could. Call bell audits supported this feedback, and during our visits we observed that people were not waiting for long periods of time for assistance. When people required additional support from external healthcare professionals, referrals were made without delay. One relative told us, “When [person] had a fall, they called an ambulance and they let me know straight away.” One person said, “I talked to [person] as I am having problems with a stiff ankle and I want it looked at. [name] is sorting it out for me.”

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. There was a strong emphasis of team working within the staff team. Staff spoke positively and fondly about their team members and referenced how they support each other in their roles.

Staff told us they felt supported by leaders and were confident that any concerns they raised would be listened to and acted upon. The provider had effective processes in place to support staff development, including regular staff meetings, supervisions and training opportunities to enhance staff knowledge and skills. One staff member told us, “We have supervisions these arevery positive, I was praised and told how well I was doing. I got employee of the month which was a real shock to me.”

We saw initiatives in place, such as the thirty second rule, which encouraged staff to take a moment to acknowledge people as they moved around the home. All staff were encouraged to engage positively with people and colleagues throughout the service, helping to promote a welcoming and respectful environment.