Tony Long House

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 the rating has remained 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 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 service applied the principles of Right support, right care, right culture effectively. This was reflected in the way people were supported to make choices, maintain control over their lives and remain independent. Staff and leaders spoke about the importance of supporting people to access their local communities and participate in meaningful activities. The registered manager said, “There has been a changing culture in the service. I am proud of how the team always try to give as much independence as they can. They are excellent at promoting choice and showing respect.”

Staff described a positive and supportive team environment. One staff member told us, “It’s not a blame culture here, we all learn from one another,” which demonstrated a culture of openness and continuous learning.

The provider also involved people in decisions about the service. For example, the registered manager and staff told us about plans to redecorate the service and how people using the service were being actively consulted and involved in these changes. This showed a commitment to inclusion and co-production.

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.

Staff and people spoke positively about the registered manager and leadership within the service. One staff member told us, “I have reported to the manager several times regarding the health concerns of people, and I have always been listened to.” Another staff member said, “I can speak to the manager at any time; all the staff team are good and supportive.” This demonstrated the manager was approachable.

During our site visit, the registered manager was open, transparent and responsive. Where we identified areas for improvement, action was taken promptly. The registered manager was actively engaged in both internal and external meetings, supporting their awareness of local and national developments and helping to continuously improve the service.

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

Staff told us they felt able to raise concerns and were confident these would be taken seriously. One staff member shared an example of raising a concern, and described how the manager addressed it promptly, resulting in a positive outcome.

There were regular opportunities for staff to speak up, including through supervision sessions, team meetings and feedback forums.

Policies and procedures were in place to support staff in raising concerns or speaking up, and staff were aware of how to access these.

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.

An equality, diversity and inclusion policy was in place, which emphasised the importance of inclusive practices to attract and retain a diverse workforce. Staff had completed training in equality, diversity and inclusion, helping to promote awareness and understanding across the team.

Adjustments were made for staff where required to support their individual needs. This showed the provider’s commitment to supporting staff wellbeing and maintaining an inclusive working environment.

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.

Regular audits were completed to identify areas for improvement, with clear action plans developed and implemented in response. These were overseen and reviewed by senior management to ensure accountability and progress. The service also engaged with the local authority, who carried out routine visits to review performance and discuss any required improvements.

Quality assurance systems were embedded within the service and used effectively to drive continuous improvement. Staff undertook daily checks of equipment, food and the environment, and any concerns were promptly reported to the registered manager. This supported a proactive approach to maintaining safety and quality across the service.

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.

We saw evidence of people accessing regular appointments, regular health checks and vaccination programmes where needed. Relatives told us the provider maintained good communication with external professionals and kept them informed of appointments and any changes in care.

We also saw evidence of effective partnership working with a range of healthcare professionals to ensure people received appropriate support and treatment. One professional told us, “We are working together on reasonable adjustments. The staff identified booking a GP appointment can be difficult and reasonable adjustment were not always followed. We have now a named GP and a named Advanced Care Practitioner (ACP). It is a pleasure working with a proactive manager and team.” This reflected a collaborative approach to improving outcomes for people.

People were actively supported to access their local community and maintain meaningful involvement in activities. These included hydrotherapy sessions, shopping trips, visits to local pubs, and attending football events, which helped promote wellbeing and social inclusion.

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 registered manager explained that many improvements had been driven by a focus on the everyday experiences that matter most to people living at the service. Learning and development needs were informed by regular feedback from people, their relatives, and staff. This had led to meaningful changes, such as adapting how meals were prepared, involving people in menu planning, and improving access to timely GP appointments. The registered manager also attended regular meetings with other managers so they could share ideas for innovation.