SignHealth Longley Road

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding. This meant people’s outcomes were consistently better than expected compared to similar services. People’s feedback described it as exceptional and distinctive.

This service scored 88 (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 always made sure people’s care and treatment was effective by thoroughly assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s care and support needs were assessed thoroughly before they moved into the service. Assessments were person-centred, detailed, and considered people’s communication, health, emotional, cultural, and social needs. This ensured the service could meet their individual requirements safely and effectively from the outset.

The provider planned care properly and with exceptional foresight. Before anyone moved in, they did more than complete assessments; they designed a pathway that guaranteed safety, continuity, and inclusion from day one. This included working with hospital teams, reviewing clinical history, and anticipating environmental needs so adaptations were ready before admission. Trial visits and collaborative reviews were used to build trust and confidence, ensuring transitions were smooth and person-centred. This level of planning meant care started from a position of strength, with risks already mitigated and support tailored to the individual’s goals and communication needs. Professionals described this approach as “well-planned and person-centred.”

Care plans were based on these assessments and were reviewed regularly with the person and relevant professionals. The service used accessible pictorial formats and visual aids to help people understand their plans and make meaningful contributions. This approach supported inclusion and ownership of their own care.

Communication needs were consistently met. All staff were trained in British Sign Language (BSL), and a BSL interpreter was available on shift to facilitate complex discussions or reviews where needed.

Health professionals told us the service coordinated well with external teams to ensure assessments were accurate and reflected people’s changing needs. One professional commented that, “the service (Signhealth Longley Road) is just excellent – what I like about them is that each resident has a support plan that is meaningfully personalised and are not just treading water but enabled to grow and improve in different area of life and functioning. Some of the residents who have been there for years are much more independent now than when they arrived, and this is not always the case at other placements.”

The provider always planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation. They worked to develop evidence-based good practice and standards.

The provider’s evidence-based approach was strengthened by its commitment to creating an emotionally safe environment where people felt secure, respected, and empowered. This culture of emotional safety was embedded in daily practice and supported by consistent staff relationships and advocacy. People reported that they felt very safe and at ease, knowing staff understood their needs and would act on their wishes. The provider offered advocacy both internally and externally, ensuring people’s voices were heard in all decisions about their care and treatment. This approach had a tangible impact: one person who had previously felt anxious and fearful about hospital involvement was able to have their health needs met because of the trust and reassurance built through staff consistency and emotional support.

The service demonstrated innovation in applying and continuously reviewing evidence-based practice to meet individual needs. Staff used Positive Behaviour Support (PBS) methodologies, supported by regular analysis of ABC (Antecedent–Behaviour–Consequence) charts, to monitor patterns and identify triggers for distress.

Through these regular reviews, staff and the registered manager discussed behavioural trends and outcomes, using this information to refine strategies and develop new approaches. In one case, analysis showed that distress often occurred when communication in British Sign Language (BSL) became too complex for the individual to process. The team worked collaboratively to simplify BSL interactions and introduce pictorial communication tools to support clearer understanding and choice-making.

This reflective, evidence-led practice resulted in significant improvement. The person’s incidents of distress, previously occurring several times daily, reduced steadily until there had been none for the past 4 months. Staff described the individual as calmer, more confident, and increasingly able to communicate their needs effectively.

People were supported by staff who could communicate fluently, understand cultural identity, and relate to the daily experiences of deaf individuals.

Leaders used creative problem-solving methods to improve wellbeing and quality of life. A health care professional said, "The team has always consistently demonstrated their ability to combine professional knowledge with empathy and practical understanding. They are just outstanding, and I cannot say this about other services I am involved with." A relative told us, “They (family member) have grown in confidence since moving here. The staff understand them so well and know how to calm and support them. They are happier now than they have been in years.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The service demonstrated strong multidisciplinary working and effective communication with external professionals. Staff described open, regular contact with GPs, pharmacists, psychiatrists, and other specialists to ensure people received coordinated and timely care.

People with specific healthcare needs were supported to access the right professionals, including clinical psychologists, physicians, and community mental health teams. This meant that people received consistent, well-coordinated support from professionals familiar with their needs and communication preferences.

The registered manager promoted a culture of collaboration. Staff understood the importance of working as part of a wider professional network and were proactive in sharing updates and seeking advice. Health professionals confirmed this, describing communication as “excellent, with timely updates and clear joint planning.” Another professional who worked with the service also praised the team’s compassion and professionalism. They said, “I feel that my clients are safe with the staff’s support. They keep me informed when new risks arise and ensure my clients remain protected. The staff are professional, attentive, and willing to work collaboratively to respond to people’s changing needs.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The provider promoted healthy lifestyles and wellbeing. People were supported to make informed choices about food and drink and to maintain good health. Balanced meals were prepared in consultation with each person, and support plans included personal guidance on nutrition, exercise, and emotional wellbeing.

Staff were proactive in monitoring health trends such as weight and cholesterol and supported people to understand the benefits of balanced diets and regular exercise. Visual materials, including pictures and posters displayed in communal areas, were used to explain healthy eating in a clear and accessible way.

When people’s weight or cholesterol levels increased, staff reviewed their support and risk management plans in partnership with health professionals. People were encouraged to make informed choices during food shopping and meal preparation, and staff reinforced learning during one-to-one sessions and residents’ meetings. They also used online resources, such as short videos, to show the benefits of an active lifestyle.

People were given opportunities to participate in activities that promoted physical health, such as walking, outdoor exercise, or using local gym facilities. Where changes in weight were linked to medicines, the service worked closely with psychiatrists and GPs to review treatment and minimise side effects.

Staff developed creative tools to help people understand the link between diet and wellbeing. One example included a pictorial folder that showed foods which might affect a person’s mood or health and suggested healthy alternatives. The folder included visual examples of shops and packaging to make it easier for the person to identify suitable options independently.

The provider monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

The provider consistently worked to remove barriers that could have limited progress and used partnerships to enhance outcomes. They collaborated with Deaf-led charities and advocacy networks to expand opportunities for independence and inclusion, ensuring people could access services and community life without disadvantage. This proactive approach meant outcomes were not only monitored but improved through systemic change, cultural competence, and strong advocacy. People benefited from care that was tailored, enabling them to achieve goals that went beyond expectations.

The service had robust systems to monitor and improve outcomes for people. Each person had personal goals identified within their support plans, and these were used to shape daily support and measure progress. Goals reflected people’s individual aspirations, such as education, travel, and personal independence.

Staff worked proactively with people to turn these goals into achievable actions. For example, when one person expressed an interest in learning English, staff researched and arranged enrolment at a specialist deaf college. Staff supported the person to attend classes, ensuring that communication support and travel arrangements were in place. Progress was reviewed and recorded regularly to help the person celebrate achievements and plan next steps.

People were encouraged to pursue activities that promoted fulfilment and enjoyment. Some individuals planned holidays, including short breaks and all-inclusive trips. Staff supported them to make informed choices about destinations, costs, and travel arrangements. People were involved in every stage of planning, from budgeting to selecting which staff member would accompany them. This helped build trust, choice, and confidence.

All decisions and outcomes were recorded within care plans and reviewed to ensure support remained flexible and responsive to changing needs or new ambitions. One health and care professional said told us that the service consistently helped people progress in independence and quality of life, describing outcomes as “meaningful and visible.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The service had an embedded culture that promoted people’s choice, control, and independence. Staff supported people to make their own decisions wherever possible and obtained consent before providing any care or support. For example, staff explained that before assisting someone with banking or community activities, they sought consent and agreed arrangements together to ensure the person remained in full control of their decisions.

Staff demonstrated a strong understanding of the Mental Capacity Act 2005 (MCA) and the Deprivation of Liberty Safeguards (DoLS). They had completed recent training and could clearly explain how the principles of the Act applied in their daily practice. Staff described how they supported people in the least restrictive way possible, encouraging them to make informed choices about their care and daily routines.

Records showed that when a person might lack capacity to make specific decisions, assessments were carried out in line with legislation. Best-interest decisions involved the person, their representatives, and relevant professionals. Where restrictions were necessary to keep someone safe, appropriate DoLS authorisations had been requested and granted by the local authority.

The registered manager maintained clear oversight of all MCA and DoLS processes. Documentation confirmed timely submissions, ongoing reviews, and consistent adherence to legal frameworks.