Longueville Court

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

We found a breach of the legal regulation in relation to governance. Not all audits were effective and there were missed opportunities to act on issues that had occurred over time. Not all records were completed or accurate. The manager was in progress of identifying the issues to be addressed and had already had a positive impact with people and staff support. Staff worked well with others, and as a team. We have asked the provider for an action plan in response to the concerns found at this assessment.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider had a team of experienced management staff with a range of skills and qualifications based on people’s needs. For example, advanced nurse practitioner, quality audit team and clinical leads. However, despite this we found many records either not completed or inaccurate which put people at risk. For instance, where there were no bowel movement records, it would not be possible to determine if there had or had not been any bowel movements and if healthcare interventions were needed. Although we found no impact on people, the lack of many records meant it was not possible to accurately determine of a person needed further health interventions, treatment or medicines. Appropriate actions were taken if staff did not uphold the provider’s values of good quality care. For example, retraining, redeployment or not completing a probationary period.

One staff said, “I get support when I need help, the [management are always] there for us.” another staff member told us, "I get the support I need." A management team was in place and they had the skills to support the manager as well as providing specialist guidance such as tissue viability or safeguarding.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

There was a daily management walk round to see how people were and help to identify any issues. There was also a meeting at 11am each day with a representative from each department in the home where each person’s needs were discussed for each of the 4 units. This was to ensure that all staff were aware of what action to take to meet people's needs. There was also ongoing programme of provider and management audits to assess the quality of the care and support being provided. However, these were not always effective in identifying areas that needed improving. Statutory notifications had been submitted as required. All other organisations involved had been made aware of safeguarding matters as appropriate. Records were held securely to ensure confidentiality. Leadership was sustained through safe and effective recruitment.

There was a new manager in place and staff spoke positively about their impact on the home. Staff told us they were aware of the expectations of their roles and responsibilities. Staff told us they could access support and development in their roles.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Processes were in place to involve people and staff with sharing ideas about improvements and innovations. Processes had been put into place to identify and report incidents and reflect on staff practices so that care and support was safe and effective.

Most staff felt the provider had a positive culture and ethos to support staff to train, enhance their skills and develop. They told us staff teams had the right mixture of skills and experience to support individual people. Staff debriefs and supervisions enabled staff to reflect on incidents and how they could be changed. This practice enabled staff to personally develop and improve the care people received.