Longwood Grange

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. Staff knew people well and followed care plans to meet their needs. A person told us they had only recently moved into the home and felt that, when staff were assisting them, they were treated as though they were the only person there.

People’s care plans reflected their choices, preferences and support needs.Staff encouraged people to make decisions about their care and included their families in care planning and reviews. A relative said, “The care given to [family member] was tailored exactly to what they needed.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The service worked with other health professionals involved in people’s care. They made referrals to health professionals as appropriate and ensured any guidance given was available to staff, so people’s needs continued to be met. For example, 1 person had experienced weight loss and was referred to a dietitian for advice on how best to support them in regaining weight. The home continued to monitor the person’s weight and implemented the recommendations provided by health professionals.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The provider was aware of their responsibilities to ensure people with a disability, or sensory loss received information in a way they could understand it and support with their communication. People’s communication needs had been assessed and were detailed in their care and support records. We observed staff communicated with people in a way they could understand, and staff understood their verbal and nonverbal responses.The registered manager and staff explained they communicated with one person using facial expressions and understood that when the person raised their hand, it meant “no,” enabling them to continue making choices.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. One person said, “The staff here know that if I’m not happy with something I will speak up. They always listen to what I have to say and then, if it’s not dangerous or harmful, will take my thoughts into account.”

People had opportunities to express their views about their care and how the home was run. Relatives were able to give feedback and told us their suggestions were considered and acted on where possible. A relative said, “The manager is always happy to speak with me about my [family member] and how things are going.”

The provider had a complaints process, which set out how any complaints would be managed.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Everyone was given equal opportunity to receive the care they needed promptly. This included being referred to health care professionals quickly if they became unwell and arranging appointments for people to follow up on any health concerns. Care plans detailed people’s equipment requirements to promote their independence. There were adapted facilities such as hoists, toilet and bathing equipment to support people to overcome physical challenges.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Care plans showed how people’s protected characteristics had been considered and how reasonable adjustments had been made to support people. Staff had received equality and diversity training and understood the importance of ensuring people were not subject to inequality or discrimination due to age or health needs.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. Care plans were detailed and considered how people wished to be supported at the end of their life. The registered manager had support from other healthcare professionals when needed to support people at the end of their life such as the palliative care team, district nurses and the GP.