Headingley Hall Care 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 outstanding. 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.

The provider had recently undertaken work to review and refresh their company values, which were identified as trust, respect, kindness and teamwork. These values had been agreed with all staff working within the service. The management team told us they had appointed values champions within the home who acted as role models, supported new staff, encouraged colleagues, celebrated positive behaviours and reinforced the values on a day‑to‑day basis.

We received positive feedback from staff about the support they received from management. Comments included, “It is teamwork, we do everything, we are very sensitive with everyone,” and “That is why I completed my survey, they’re not standoffish at all. Management are really nice and very approachable. They tell us their door is always open.”

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 whole management team were respected and liked by people and the staff. Most people we spoke with knew who the manager, even though they had only been in post a short time and knew who to speak to if they had concerns.

Staff spoke well of the management team and told us they felt supported in their roles. One staff member told us, “We have our own personal values. We always share kindness, teamwork. You’ve got loyalty to your staff and residents and compassion.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People had the opportunity to raise concerns during regular meetings. Relatives told us they knew how to raise a concern and were confident that, if needed, appropriate action would be taken. One relative told us, “They are excellent, they are very efficient.” One person said, “Yes, they are very effective. If you make a request for something, they get it to you straight away. I like lemonade and they got it for me.”

We observed people and relatives communicating openly with staff and managers. The manager understood their responsibilities under the duty of candour, which requires providers to be open and transparent and sets out specific guidance that must be followed if things go wrong with care and treatment.

We saw evidence of satisfaction surveys that rated the home between 4and 5 stars within every aspect of the home.

Staff consistently told us they felt treated fairly and valued at Headingley Hall. The manager demonstrated a strong commitment to inclusivity, making thoughtful adjustments to support staff with individual needs and ensuring everyone felt recognised and supported. We saw clear evidence of the multi‑cultural and wellbeing room being used effectively, providing staff with a discreet and welcoming space whenever needed. In addition, the service had implemented the 10 ‑step charter, which promotes awareness and understanding of a wide range of important topics, including menopause, men’s mental health and LGBTQ+ inclusion. This further reinforced the provider’s commitment to creating a positive, supportive and inclusive working environment for all.

The home offers flexible working arrangements, enabling staff to take time off or adjust their working hours to meet religious observances or personal circumstances. This supports staff wellbeing and promotes an inclusive working environment.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best available information about risk, performance and outcomes, and shared this securely with others when appropriate. Robust internal governance procedures were in place, supported by a range of quality monitoring systems and audits. These processes had helped identify where actions were required and areas for improvement. The provider was supported in their governance arrangements by senior management.

There was also a contingency plan in place which provided clear guidance in the event of an issue that could impact the provision of care.

The service has implemented a range of sustainability initiatives, including a reduction in paper usage through the adoption of electronic systems such as PCS, Logit, and Cool Care, with further plans to digitise forms and audits through the introduction of tablets. An environmental sustainability policy is in place, and consideration is given not only to internal practices but also to the environmental impact of suppliers, including work with CareHomesLife to promote the use of less or non-toxic products. Additional initiatives include recycling schemes, such as ink cartridge recycling supporting charitable contributions, alongside wider actions including battery recycling, LED lighting, oil recycling, and promotion of recycling within the home.

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 manager engaged effectively with external partners, notifying the CQC as required and ensuring the previous rating was clearly displayed in line with regulatory expectations.

The management team and staff worked collaboratively with external health and social care professionals, including community nurses, GPs and specialist teams, to ensure people received coordinated and safe support. Staff sought timely advice when people’s needs changed and shared relevant information to promote continuity of care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The manager understood and upheld their duty of candour responsibilities, demonstrating openness and a commitment to continuous learning. Management and staff worked collaboratively with the local authority and safeguarding teams when required, contributing to reviews and shared learning discussions to strengthen safety and improve outcomes for people.

The home has introduced a clinical lead role within the past year. This role supports the delivery of bespoke training tailored to the specific needs of both the home and the individuals receiving care, rather than relying solely on generic sector-based training. It also enables the promotion of best practice through benchmarking and the provision of hands-on, practice-based training within the care environment.