Headingley Nursing Home

“This assessment was to follow up on actions from the last assessment in September 2022. At that assessment, the provider was in breach of legal regulations in relation to safeguarding and governance. Improvements were found at this inspection, and the provider was no longer in breach of regulations.”

“Staff demonstrated a positive learning culture, supported by proactive incident reporting and reflective practice. People consistently reported feeling safe, and safeguarding processes were robust and effectively implemented. Staffing levels were sufficient to meet people’s needs, and infection prevention and control measures were well managed. The environment was clean; however, some areas required refurbishment. A renovation plan was in place and being implemented in a way that minimised disruption to people living in the home.”

“Care delivery supported positive outcomes and contributed to an improved quality of life. People’s needs were thoroughly assessed and regularly reviewed, with care delivered in line with evidence-based practice. Staff worked effectively with external professionals to support individuals to maintain and improve their health. Consent was routinely sought, and staff demonstrated a clear understanding of the principles of the Mental Capacity Act (2005).”

“People were treated with kindness, dignity, and respect. Care was personalised, with people supported to express their identity and preferences. Initiatives such as themed environments and tailored activities enhanced people’s wellbeing. Staff responded promptly to people’s needs, and there was a clear focus on supporting staff wellbeing.”

“People were involved in planning their care and making decisions about their lives. Staff supported meaningful engagement, including the celebration of important events and milestones. Communication was accessible and inclusive, and feedback was actively sought and used to inform improvements. There was evidence that equality in access to care and outcomes was promoted.”

“Leadership was visible and effective. The relocation of leader’s desks into communal areas improved accessibility and reduced barriers between management, people, and their relatives. This supported greater oversight across the home. A positive culture was evident, with an increasing focus on continuous improvement. Governance systems were established and continuing to embed, and staff reported feeling supported and confident to raise concerns. Diversity and inclusion were promoted, and partnerships with families and the wider community were well developed.”