Langley Haven Care 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 requires improvement. At this assessment 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 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 registered manager and staff team had made dedicated efforts to foster a positive culture within the service that best supported the people living there. The management team maintained a visible presence, remained approachable, and showed genuine interest in the views of people using the service, staff, relatives, and professionals.

They worked consistently to promote a culture of care where staff felt valued, and where people’s individuality was respected, their rights upheld, and their wellbeing prioritised. The registered manager encouraged a culture of reflection, continuous learning, and improvement. Staff demonstrated a strong understanding of the people they supported and spoke with insight and familiarity about their needs and preferences.

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 management team were welcoming and demonstrated an open and transparent approach. Evidence of team meetings was reviewed and identified that staff had the opportunity to raise concerns. Staff told us they felt listened to by the management team, “We [staff] have suggestion boxes but [registered manager] regularly asks what we think we can do to improve the service and any changes are thought through and implemented if they can be.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People told us when they raised a concern, staff listened to them. People told us the registered manager was approachable and regularly visible throughout the day and listened to any concerns they may have. One person told us, “A while ago I complained about some of the carers not taking me to the toilet on time. I spoke to the [registered] manager and he fixed it. There hasn’t been a problem since.”

The provider followed their complaints policy and documented all action taken in order to continue to learn and improve the service.

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 registered manager regularly worked alongside staff in delivering care, allowing them to gain firsthand insight into any challenges staff faced. This approach fostered an inclusive and respectful working environment, promoting equality and mutual respect among the team. Staff wellbeing was actively considered, contributing to a positive workplace culture that supported improved outcomes for people using the service.

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.

The provider implemented a variety of monitoring and auditing systems, including gathering feedback from people using the service, their relatives, and staff, as well as observing staff practices. The registered manager compiled a monthly clinical governance report with contributions from senior staff across all departments. Audits covered key areas such as falls, pressure injuries, nutrition, staff competency, infection control, and medicine management. This data was used to develop a centralised action plan, assigning named staff to specific tasks with clear deadlines. The registered manager regularly reviewed the plan to ensure timely completion of actions.

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 provider collaborated with a range of health and social care professionals, including local commissioners, GP surgeries, the care home support team, and the local authority. This joint working approach helped ensure that people received coordinated care and support, contributing to positive outcomes for their health and overall wellbeing.

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. Action plans were effectively used to address concerns and identify opportunities for further development.

Feedback surveys were distributed to people using the service, their relatives, staff, and professionals, providing a platform for raising concerns and sharing suggestions. Records showed consistently high levels of satisfaction across all groups.

The provider’s structured and proactive governance framework fostered a culture where staff felt empowered and appreciated. This contributed to excellent staff retention and performance, and supported the delivery of safe, high-quality, and person-centred care.