SignHealth Longley Road

The following is CQC's published account of its assessment, published 14 January 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 7 October to 22 October 2025. Signhealth Longley Road was a specialist Deaf service that provided long-term residential care for Deaf adults who had mental health needs, learning disabilities, or both. The inspection was carried out by 1 inspector and 1 British sign language (BSL) interpreter. At the time of the inspection, the service was providing support to up to 6 deaf people with mental health needs.

People lived at Longley Road permanently, and many have been part of the community for several years. Some residents previously lived in hospital or secure mental health settings, and the service worked closely with those hospitals to support safe, well-planned transitions into the community. The team went beyond standard expectations by identifying and removing barriers to equality, training local health professionals and the local authority who lacked Deaf culture awareness, and advocating for people’s rights. This proactive approach ensured that care was not only safe and effective but deeply inclusive, resulting in positive outcomes that professionals described as exceptional and life changing.

The provider had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met people’s needs, were clean and well-maintained and any risks mitigated. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular supervision to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.

People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. People had enough to eat and drink to stay healthy. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions from hospitals. They monitored people’s health to support healthy living. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people and took decisions in people’s best interests where they did not have the mental capacity to do so.

People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and were encouraged to maintain relationships with family, friends, local community and religious groups. Staff responded to people in a timely way. The provider supported staff wellbeing.

People were involved in decisions about their care. Staff provided information people could understand. People knew how to give feedback and were confident the provider took it seriously and acted on it.

We assessed the service against ‘right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.

The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. Staff worked to reduce health and care inequalities through training and feedback.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.