Langley Court Rest 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 good.

At this assessment it has remained good.

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 leadership team had a shared ethos and a commitment to delivering compassionate and person-centred care. This was described as, “being respectful, consented and dignified care.” These principles were embedded through the home through positive role modelling, team meetings, staff training and quality assurance audits and was clearly communicated to people, their relatives, and representatives.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The provider had an inclusive leadership team who valued diversity and understood different cultural needs. There was a clear staffing structure within which leaders at different levels provided support. Senior care staff provided help and guidance to care staff and received support from the deputy and Registered Manager. Managers were visible in the home and were suitably experienced and qualified in their roles. The Director often visited the home, and managers and staff valued these visits.

People’s relatives felt the service was well led. A relative told us, “It is good and professional. We have had a few meetings, and I have always felt that they [the managers] are running the place well,” another relative commented, “They are very lovely people and approachable. The home is well run. It is just quite basic. [My relative] is safe there, but there is not much stimulation involved.” The Registered Manager told us they were reviewing the activities schedule and were seeking to engage more in the community.

A professional commented, “'I think the home does a great job with residents and this is mainly down to the managers.”

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

The provider had a whistleblowing policy. The registered manager told us, “We uphold privacy and confidentiality, and foster openness and a no blame culture. It’s important and I always tell staff we should talk about things we can improve. Staff can speak to different people, whoever they feel comfortable with, and their confidentiality will be maintained, and managers will listen to the concerns.”

A member of staff said, “Managers are visible and always happy to help.” Another said, “We are lucky to have good managers who we can talk to easily.”

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 staff team was inclusive and culturally diverse, and the provider had an appropriate equality and diversity policy. Managers understood how to prevent discrimination in the workplace, and how to support staff in their roles. The provider had conducted a staff survey and staff feedback agreed the provider had an inclusive and diversity led approach in the workplace.

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.

A range of quality and assurance audits and checks were conducted regularly, which enabled the Registered Manager and senior management team to identify areas to improve. Systems and policies were in place to ensure staff remained safe and suitable to care for people. This included training, supervision, team meetings and feedback on performance.

The provider had installed CCTV in the entrance and communal area including the lounge and dining areas. People or their representatives or relatives, and staff were aware and had provided their consent. The Registered Manager has told us they will review the guidance to ensure they complete the necessary risk assessment to ensure they have fully assessed, and quality assured the use of CCTV. The provider did not have a current business continuity plan which means they do not have an emergency plan to follow in different situations which may affect the care of people who live in the home, such as an interrupted power supply, flood or fire for example.

The provider understood their responsibility to comply with the Mental Capacity Act 2005, and what was required to ensure people were lawfully deprived of their liberty. They had an up-to-date matrix which monitored applications made to the appropriate authorities, and when the outcomes were received from the supervising body. However, the provider failed in its regulatory responsibility in notifying us when they received an outcome of the application. This was discussed with the Registered Manager and statutory notifications have since been submitted to meet this legal requirement.

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.

During our visit we observed how managers and staff engaged well with healthcare and other professionals and we received positive feedback from healthcare professionals. A healthcare professional described the managers and care staff team as “consistently professional, collaborative and committed to ensuring residents needs and wishes remain central to their care.”

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 fostered a culture of continuous learning. The provider was able to demonstrate how this learning was shared with staff. The Registered Manager told us, “I am proud of our communication and relationship with residents, relatives, the local authorities and community teams and think we do this well.”

A healthcare professional told us “Partnership working was excellent. They were extremely cooperative throughout the UCP (Universal Care Plan project) implementation, quickly engaged with the system, and showed a strong willingness to learn. They supported meetings, contacted families when required, and ensured that all relevant information was visible, accessible, and used in practice.”