SignHealth Longley Road

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People consistently told us they felt emotionally safe and respected because of the provider’s ethos of kindness and dignity. This sense of security gave people confidence to do things they had previously felt anxious about, such as cooking and travelling independently. Staff provided calm, consistent support and reassurance, which helped reduce anxiety and build trust. One person said, “This is a wonderful home. I feel safe and secure, and the staff make us all feel comfortable.” Another relative told us their family member had “grown in confidence” and was now able to engage in meaningful activities, reflecting the impact of emotional safety on people’s wellbeing and independence.

Staff spoke about people with genuine warmth and respect, taking visible pride in the progress, they made. Communication between staff and people was calm, inclusive, and tailored. Staff used British Sign Language (BSL) naturally, ensuring that everyone could express themselves and be understood fully.

People told us they were treated with dignity and respect, and that staff always took time to listen. Care plans reflected people’s preferences and life choices, and reviews were conducted collaboratively to ensure their voices remained central. Staff used their knowledge and experience to provide care that was both compassionate and empowering. People were fully involved in their support, and care plans reflected their goals, preferences, and communication styles. Health professionals described the staff team as “motivated, capable and always striving to improve outcomes.”

Relatives described the service as caring and committed. One relative praised the team’s dedication, saying, “Their care has made a real difference to our family member’s wellbeing.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The service promoted a deeply rooted commitment to equality, diversity, and respect for human rights. Staff consistently recognised and celebrated people’s differences, ensuring that care was tailored to each individual’s background, beliefs, and preferences. This inclusive approach was fully integrated into day-to-day practice and reflected a deep understanding of person-centred care.

Staff understood that genuine person-centred care meant going beyond basic support to ensure that people’s cultural, spiritual, and communication needs were fully respected and enabled.

There were examples where staff worked with individuals to ensure their cultural and religious needs were met in meaningful ways. People who wished to attend places of worship were supported to find environments that were both culturally familiar and accessible for deaf worshippers. Staff liaised directly with different religious and community leaders, visiting several venues within and outside the local area to identify those offering British Sign Language (BSL) interpretation and a welcoming atmosphere.

Trial visits were arranged to help people decide where they felt most comfortable. Once a suitable venue was identified, staff created structured plans that promoted independence while still providing reassurance. For example, some people initially preferred to attend services with a staff member for support, and over time, as confidence increased, they began attending independently. Where cultural preference required same-gender support, this was respected and sensitively arranged.

The same attention to detail extended to dietary and cultural preferences. People who followed specific diets were supported to make informed choices about their food. Visual signs were displayed in the kitchen to help people recognise suitable products, and staff incorporated these preferences into weekly meal planning and food shopping.

Festivals, celebrations, and personal traditions were acknowledged and enjoyed within the home. Staff encouraged people to wear traditional clothing, share food from their culture, and talk about their heritage, which helped foster mutual respect and belonging.

A professional told us that “staff always demonstrate a strong awareness of cultural identity and individuality.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The provider placed strong emphasis on developing practical life skills. People were encouraged and supported to cook, manage household tasks, and travel independently wherever possible. A structured approach to travel training helped individuals gain confidence using public transport. Staff initially accompanied people on journeys, such as using the tube or local buses, staying nearby for reassurance. Over time, as confidence grew, staff began travelling in a separate carriage or observing discreetly from a distance. Eventually, people were able to travel alone, using video calls to check in if they felt uncertain. Staff described this as a major achievement, noting how it increased self-esteem and reduced dependency. Technology was used creatively to support independence and safety. People were encouraged to use video calls to maintain contact with staff and family. If someone felt unsure while travelling, they could contact staff through facetime for remote guidance and reassurance, allowing them to problem-solve with support rather than reliance.

People were supported to have maximum choice and control over their lives, with staff providing support in the least restrictive and most enabling way possible. The service promoted a strong culture of independence and empowerment, ensuring that people made their own decisions and were actively involved in all aspects of their care.

People confirmed they were encouraged to make day-to-day decisions, from choosing their meals and activities to planning community outings. Where support was required, it was offered in a respectful and collaborative manner. One person told us they appreciated being able to decide what they wanted to do each day and felt staff “always listened and supported without pressure.”

People told us they were encouraged to make decisions about all aspects of their care, daily routines, and community activities. They confirmed that staff always respected their choices and preferences. Where support was required, staff offered it sensitively, ensuring the person remained in control.

Care plans contained detailed information about each person’s preferences, communication style, and support needs, including how they wished to be approached when making decisions. Staff consistently used these plans to guide their interactions and promote people’s independence in a way that felt empowering and safe.

Staff were respectful of people’s right to make their own choices, including the right to decline support. When someone preferred to complete a task independently or chose not to take part in an activity, this was always respected.

Health professionals told us that the staff team “show great patience and always focus on building confidence rather than dependence.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The service was highly responsive to people’s individual needs, preferences, and changing circumstances. Staff were consistently available to communicate with people and took the time to understand their views and feelings. This ensured that support was not only timely but also deeply personal and meaningful. One healthcare professional said – “The resident that I have visited has lived in Sign Health for nearly 10 years and experienced changes in mental health as well as physical health. There is evidence in the care plan and individualised risk assessment that indicate that the residents changing needs have been considered and met.”

Each person was allocated a keyworker who acted as their main point of contact and advocate. Keyworker meetings were usually held weekly, although the frequency was adapted to suit individual preference. Some people preferred to meet fortnightly, while others occasionally declined; this choice was respected and clearly recorded. Where meetings were postponed or declined, staff followed up sensitively at a later time to ensure people still had opportunities to share their thoughts.

Keyworker meetings were used to discuss any topic the person wished, including daily routines, activities, health, relationships, or wellbeing. People were encouraged to raise concerns or ideas, which were then shared with the wider team. Care plans were updated promptly to reflect these discussions, ensuring that people’s voices directly shaped their ongoing support.

People told us they could approach any staff member at any time, not just during scheduled meetings. Staff confirmed they were always available to listen and provide reassurance. Observations showed that staff responded to people with warmth, attentiveness, and skill, adapting their approach calmly when situations changed.

Where appropriate, people were supported by external advocates who helped them express their wishes in formal reviews or meetings. Staff worked closely with advocates to ensure people’s opinions were heard and acted upon.

People’s preferences and emotions were taken seriously and responded to in real time. We observed that people were listened to, respected, and supported to make their voices count.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider demonstrated a sustained and genuine commitment to staff wellbeing. There was a clear recognition that staff who felt supported, valued, and cared for were better able to provide compassionate and consistent care to people.

Staff told us the culture within the service was positive, open, and supportive. Managers regularly checked in with team members during shifts and at the start of the day to see how they were feeling. If a staff member appeared upset or unwell, they were invited to talk privately so support could be offered promptly. This proactive approach helped to maintain morale and ensure emotional wellbeing was prioritised.

The service provided staff with a dedicated space for prayer and quiet reflection, which was available daily and used by those who wished to practise their faith or take time to regroup.

Staff were encouraged to maintain a healthy work–life balance. Managers monitored overtime to prevent fatigue and ensure fairness in shift allocation. Flexible rotas were offered to accommodate personal circumstances. The provider also offered two paid wellbeing days each year, allowing staff to take time off to rest or focus on personal needs.

Counselling support was available through the organisation, and staff were reminded regularly of how to access it. Continuous professional development (CPD) was strongly encouraged, with the company funding additional training relevant to staff roles and career aspirations.