Longview

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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 service 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 management team had an ongoing action plan they were working through to drive improvements. The registered manager told us they had worked hard to change the culture at the service to ensure staff were working together to drive improvements. The registered manager told us, “I have made a lot of changes to staffing structures and it’s worked out really well.” There was a culture of support being provided to the care staff working at the service. The registered manager was actively supported by the regional operations director and the director of care. The management had clear values and were aware of the direction they wanted to take. The registered manager had developed a listening culture where staff felt they are available for them to talk to.

The service 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 registered manager was clear about their roles and had the skills, knowledge and experience to perform their job. The registered manager felt supported by the senior leaders who also completed regular audits and monitoring.
The Regional Operations Director stated, “The manager has been working extremely hard to achieve positive outcomes for people living at the service. They have organised the home into units, which has supported staff to follow a clearer and more structured approach to care delivery.”
A relative told us, “Longview is well run, great understanding the manager is cooperative and easy to talk to. The manager has made some improvements since in post, we now have regular staff on the floor as continuity is important especially around residents who have dementia, my loved one has taken to not wanting to leave the building as they see it as their hotel.”
 

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager had a policy and processes for staff to follow on ‘whistle blowing’.
The registered manager also held regular discussions with people to share their thoughts about how the service was ran and to discuss the support they received and if any improvements could be made. A member of staff told us, “We have regular meetings and supervisions with the manager which is a good opportunity for us to discuss anything with them.”
We reviewed staff meeting minutes and saw they included information about the service as well as reminders about training, staff rota’s, safeguarding, incidents and PPE. The registered manager also held regular discussions with people to share their thoughts about how the service was ran and to discuss the support they received and if any improvements could be made. A member of staff told us, “We have regular meetings and supervisions with the manager which is a good opportunity for us to discuss anything with them.”
A relative told us, “The manager is easy to get on with if I had any concerns, I would speak to them directly. I had a concern once and it was sorted to my satisfaction straight away; I would recommend the home.”
 

The service valued diversity in their workforce. The provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The service 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. Improvements had been made since our last inspection and the service was no longer in breach of regulations. The management team had established audits which provided them with a good oversight of the service. The management team had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements.
The registered manager and provider had good oversight of the service. The registered manager and deputy manager monitored the service through audits they had in place, to evidence quality assurance processes. These audits helped to shape the service with actions plans for continual improvement and oversight.
The company’s Director of Care also carried out monthly compliance visits. These visits resulted in detailed reports with identified actions, which were shared with the registered manager to support ongoing improvements and strengthen governance arrangements.
There was engagement with people, relatives, staff and stakeholders through quality assurance surveys to gain feedback and identify areas for continual improvement, to provide positive outcomes for people.
The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong and investigate these. Notifications were raised promptly to the appropriate authorities when required these included the CQC and local authority safeguarding team.
 

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. The registered manager worked with other healthcare professionals to ensure people’s healthcare needs were being met and reviewed. This included GPs, community nurses, social workers, dentists and speech and language therapy (SALT) teams. Where people needed hospital reviews and specialist appointments the registered manager ensured people received appropriate follow up. We received positive feedback from healthcare professionals with the level of engagement the service had with them. Managers had worked closely and transparently with the local authority quality improvement team to work through identified actions and make improvements at the service. A health professional told us, “I know the manager and the deputy manager. In my experience, both have been approachable, professional and supportive. They appear committed to ensuring the home runs smoothly and that residents receive a good standard of care.” Another health professional told us, “Ever since the manager started, they have been very approachable and wanting to work with us to improve the home. I have been able to explain my concerns. Since [manager] has come into the home they are trying to make some positive changes.”

The service focused on continuous learning, innovation and improvement across the organisation and wider system. They encouraged creative approaches to promote equality of experience, outcomes and quality of life for people. The service had learned lessons from the previous inspection and taken action to drive improvements and enhance outcomes.
The provider had introduced reflective practice for staff as a structured approach to learning and continuous improvement. This included individual and group reflection on incidents, events, or ideas, supporting staff to consider different perspectives, identify learning and recognise areas for improvement. Outcomes from reflection were documented and used to inform decision-making and embed improvements in practice.
The service also implemented a structured and innovative approach to meaningful engagement, aligning practice with recognised frameworks such as the National Activity Providers Association (NAPA). The service worked collaboratively with external professionals, including physiotherapists and organisations such as PROSPER, to support best practice. A wide-ranging programme of activities was in place, with a focus on continuous improvement, creativity a and community integration. This included company-wide initiatives such as arts exhibitions and poetry competitions, where people’s contributions were celebrated, demonstrating a culture that values individuals’ skills, creativity, and experiences.