Bingley Park 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. This is the first assessment for this newly registered service. This key question has been rated 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 service 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.

There were overarching values within the service of being united, nurturing, innovative, providing quality and understanding. The values were embedded into practice by leaders within the service, for example, the values were discussed in supervision and spot checks were completed by leaders to ensure the values were displayed by staff.

The service 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.

Leaders in the service demonstrated capability by having robust systems and processes in place to ensure oversight of the service, to drive improvements. Staff told us they felt able to approach leaders in the service if there were any concerns. People also told us they felt leaders were approachable, however, they weren’t always sure who leaders were within the service. One relative told us, “I would mention any concern to staff, it may be the manager, but I don’t know”. The service had advised us how they will make improvements in this area.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

There were whistleblowing policies in place and staff understood how to raise concerns if they needed to. Staff we spoke with felt able to approach leaders with concerns and felt assured they would be dealt with swiftly and appropriately; however, this was not consistent with recent staff surveys. The service has told us how they will make improvements in this area. People told us they felt able to raise any concerns they had with staff.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The service had a diverse workforce from a variety of different backgrounds. Staff told us they felt there was an inclusive approach within the service.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a business continuity and improvement plan in place. There were robust systems and processes in place to ensure good governance within the service. For example, an online system which tracked any incidents, including analysis of any emerging themes or trends, to promote safety and improvement within the service. Audits of the service were also regularly completed by the provider, Tanglewood Care Ltd. However, there were some details in care plans which lacked detail, or were incorrect such as frequency of repositioning, which were not identified by leaders in the service. This issue was also reflected in a recent providers audit. The service has advised us how they plan to make improvements in this area.

The service 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.

There were systems and processes in place to promote partnership working with relevant agencies and communities. Professionals advised us the service are quick to identify and escalate any concerns to them and staff are professional in their conduct towards them. One professional told us, “Staff are always around if you need anything and they are happy to help.”

The service 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. They actively contributed to safe, effective practice and research.

There were systems and processes in place to support overall improvement and innovation within the service. Staff told us they discussed any lessons learnt in a positive manner, either through supervision or team meetings. Staff we spoke with felt able to approach leaders with any areas of improvement, although this was not always reflected in staff surveys. People told us they were given opportunity to feedback on any improvements needed in the service in resident’s meetings.