Headingley Court Care Home

The following is CQC's published account of its assessment, published 5 March 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment 10 and 11 February 2026.

Headingley Court Care Home is a nursing home providing accommodation, personal care, and treatment of disease, disorder and injury. The home is registered to provide nursing care for up to 25 younger and older adults who may be living with dementia, have mental health conditions and whose behaviours may also challenge. On the first day of the inspection, the home was supporting 24 people. We completed this inspection as part of our routine programme and because of the length of time elapsed since the last full inspection was completed. The assessment was completed by 1 inspector, 1 medicines inspector and an expert by experience. Experts by Experience are people who have lived experiences of a specific service type and who engage with people to obtain their views of the care and support they receive. The service has a registered manager in place.

An assessment has been undertaken of a service that is used by autistic people or people with a learning disability but is not registered as a specialist service. We have assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. We found that people were living engaged and meaningful lives with choice and control.

There were enough staff to safely meet people’s needs. Staff received regular supervision and knew people well. Records showed gaps in staff training to ensure they were able to provide safe, personalised care. However, because staff knew people well and understood their needs, we felt assured people were safely supported. There were several audits in place to check elements of the service however audits were not always effective in identifying areas for improvement, and these required strengthening. The provider was committed to continuous improvement and sustainability.

Risks to people were assessed effectively, and staff were able to clearly describe how they mitigated these risks in day‑to‑day care. Staff reported feeling listened to and supported by both the registered manager and management team. They were able to raise concerns or provide feedback and felt their contributions were valued. The provider had implemented employee recognition initiatives, to celebrate the dedication of the staff members.

The service was responsive to people’s needs and feedback from relatives was positive. Care records were person-centred, and staff acted promptly when circumstances changed. Staff enabled people to plan for the future in a proactive and sensitive way.

Staff protected people’s dignity and privacy and showed compassion and kindness when supporting them in all aspects of their care. Management and staff had a shared vision. There was a culture of continued improvement.