Headingley Nursing Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment, the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 was exceptional at making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People received person centred care. Care records reflected people’s preferences and routines. People told us staff treated them as individuals and their choices and wishes were respected.

The management team used the Person-Centred Observation and Reflection Tool (PORT) to gather feedback and support structured observation of care. This tool enabled the provider and management team to reflect on care practices for people living with dementia and similar conditions, with a particular focus on staff approaches and the development of staff skills. Rooted in person-centred dementia care, PORT supports the recognition of individual person, especially where people have reduced verbal communication and increased dependency. Its use enabled the home to identify, share, and embed good practice across the home, alongside collaborative work with the university to further develop learning and sustain improvements in care delivery.

The provider understood the diverse health and care needs of people and their local communities, ensuring care was joined-up, flexible, and supported choice and continuity.

Staff worked closely with healthcare professionals, including GPs and SALT teams, to deliver coordinated support. Records showed timely referrals and follow-ups. People told us they felt confident their care needs were met without disruption. One professional told us, “The management team have managed some complicated and demanding situations but have always been open and transparent in their communication with all parties involved. They have learnt from these situations to prevent reoccurrence and improve quality. Whilst also building on the successes to provide continually improving high quality care as evidenced by the outcomes for the individuals. Some of whom are very complex that they provide support for.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Staff understood and respected people’s individual communication needs and styles. A relative told us, “The staff communicate very well with [people].” We observed staff speaking with people in a manner that was appropriate to their needs.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment, and support.

Staff involved people in decisions about their care. There were regular residents’ meetings for people to make suggestions or improvements within the service. There was a system in place for responding to any concerns or complaints if any were received.

The provider ensured people could access the care, support, and treatment they needed when they needed it.

The service was accessible to all, with reasonable adjustments made for individuals with physical, sensory, or cognitive needs. The premises were adapted with ramps, handrails, and accessible bathrooms. Staff supported people to access external services and community activities.

Staff and leaders actively listened to information about people most likely to experience inequality in care and tailored their support accordingly. People received equitable care and treatment.

Staff treated everyone fairly and with respect, regardless of background, and involved other professionals when needed. Care plans reflected individual goals, and people were supported to achieve positive outcomes. Staff understood the importance of inclusive care and worked to remove barriers.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future. Detailed end-of-life planning was in place where people wished.

Managers and staff worked collaboratively with people to understand and document their future wishes and goals, including recording individuals’ end-of-life preferences to ensure these were respected when required. The home had designed and shared a pamphlet that was available to people’s relatives and friends. This provided clear information about what to expect towards the end of a person’s life, including changes in eating and drinking, pain, nausea, restlessness, and breathing. It also explained the practical steps following a person’s death, such as registering the death and making arrangements with a funeral director.