Headingley 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 requires improvement. 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 registered manager and all staff had a good understanding of their roles and shared a commitment to providing person centred care and treating and valuing people as individuals. The provider and staff worked with people and their relatives to build a culture that focused on providing person centred and responsive care. A range of policies were in place to guide staff.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment, and support, and embodied the organisation’s culture and values. Leaders possessed the skills, knowledge, experience, and credibility to lead effectively, acting with integrity, openness, and honesty. Managers responded promptly to concerns and provided effective support to staff. People and relatives told us they felt confident in the leadership team, and staff described leaders as fair and compassionate. Staff members told us, “I can raise a concern yes, because I feel valued and my concern is taken on board” and “I would say it’s very open and transparent. I started in [year commenced employment], and I’ve seen a lot of people taking accountability for the work we do. If something isn’t going the way it, should we always relay this to management.”

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

Staff told us they felt encouraged to speak up if they had any concerns and felt listened to. Staff told us, “The management team is very approachable You can stop the manager in whatever room to let her know what is happening and she will be glad to speak with you at any time. Even when she’s not around you can give her a call. She’s always approachable and gives you a listening ear.”

The provider 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 provider and registered manager demonstrated a commitment to workforce equality, diversity, and inclusion. Staff’s cultural heritage was respected. One staff member informed us of times when shift patterns had changed to assist them with their personal life. Which had enabled them to keep working at a time this would have been very difficult.

The provider 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 range of quality monitoring and auditing in place. The provider and registered manager had good oversight and the senior management team worked well together. There were regular meetings to discuss any actions or improvements that needed to be made.

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.

Staff supported people to access health care services. A relative told us, “I do think it’s well led. Everyone seems to be happy, and I have never heard anyone [staff] argue. I wouldn’t like them to be anywhere else.”

The provider 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.

The provider and managers showed a commitment to continuous improvement, with regular meetings and analysis of audits to ensure any learning had been identified actioned and embedded.