Tentelow Lane

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained as good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 was good at treating people with kindness, empathy and compassion, and in respecting people’s privacy and dignity. Staff also treated colleagues from other organisations with kindness and respect.

People and their relatives said staff were caring, friendly, and genuinely interested in supporting them, which helped build trust and confidence in the care provided. A relative told us, “Staff treatment, they are fair, kindness. I have never seen anyone lose their temper and staff are calm.” The provider encouraged staff to demonstrate caring values. Staff treated people with respect, supporting their choices and upholding privacy, dignity, individuality, and human rights. The registered manager reinforced these values through supervision and team meetings.

Staff were sensitive and respectful, particularly during personal care, ensuring people felt comfortable, listened to, and in control, with approaches adapted to individual needs.

People received care that was person-centred, focusing on routines, hobbies and maintaining important family relationships. Staff also supported people to visit places they enjoyed and celebrate milestones, enhancing wellbeing and quality of life.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care plans included detailed information about people’s life histories, preferences, and choices, which helped staff provide respectful and dignified care. A person told us, “They take me to church. It is only up the road.” A staff member commented, “They have something planned everyday and they go out many times a week.”

People were supported to express their needs, beliefs, and decisions, and their social, cultural, and religious needs were met. People came from different cultural and ethnic backgrounds, and their individual needs were respected. They were supported to celebrate culture, attend places of worship, and take part in religious events. Family and friends were welcomed, and staff were flexible to support meaningful time together.

Staff were also from diverse backgrounds and spoke several languages, including people’s first languages, which helped with communication and understanding cultural and religious needs.

Staff were trained in equality, diversity, and inclusion so they could provide care fairly and without discrimination. The provider and registered manager promoted inclusive practice, made reasonable adjustments when needed, and used specialist guidance to support each person’s individual needs, helping to maintain everyone’s wellbeing.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to keep and develop their skills, with care planned around their preferences. They were encouraged to maintain relationships and build meaningful connections. A person told us, “Family visits me. My [relatives] come to visit me. They come on my birthday.” Relatives and healthcare professionals said the support helped people stay independent and make their own choices. People experienced positive changes in their lives, including more chances to go out, try new activities, and enjoy their daily routines.

Care plans set out each person’s long‑term goals and the level of support needed to manage their complex needs. Staff helped people build new skills and remain as independent as possible

Staff helped people learn new skills, like planning their day, and supported them to keep existing skills such as personal hygiene and taking part in activities in the community. The provider made sure there were enough resources and trained staff so people could take part in community life and activities they enjoyed. Care records showed what people could do independently, including personal care tasks and social activities.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff provided emotional support, encouraged healthy eating and exercise, and acted quickly when people were uncomfortable or distressed. This helped improve people’s mood, physical health, and overall wellbeing. A person told us, “Staff respond quickly. They do. I go out and ask them to come and help me.” People and their relatives said staff were responsive, reliable, and supported them with appointments, managing money, and taking part in community activities safely.

Staff were kept up to date about people’s needs, noticed health changes, and took quick action, such as contacting GPs when needed. They supported people and followed specialist guidance to help people stay calm and feel safe. This reduced incidents, prevented situations from escalating, and improved people’s confidence, daily engagement, and quality of life.

Staff were trained in their roles, including specialist approaches to behavioural support. Their skills and teamwork meant care was consistent, respectful, and person‑centred. This enabled improvements in people’s mood, health, and participation in the community.

The provider was good in promoting the wellbeing of staff and supporting them to consistently deliver person-centred care.

Staff felt valued, supported, and happy in their roles. A staff member said, “Yes, I get all the support I need. I haven’t had any problems and I am a team player.” The registered manager offered mentoring, coaching, and positive feedback. Communication within the team was open and collaborative.

Staff enjoyed their work and appreciated the supportive environment, which encouraged them to stay long‑term. Many staff had supported people for several years, providing continuity and helping build strong, trusting relationships.

Teamwork was well established, with rotas planned to make good use of staff skills and strengths. A positive culture of support, learning, and respect helped ensure care remained consistent and high quality.

The provider placed a strong emphasis on staff wellbeing by promoting flexibility, recognising achievements, and fostering a culture of respect. This approach significantly enhanced morale and contributed to high staff retention, with several employees remaining with the service for over 20 years. This supportive environment helped staff deliver compassionate, person‑centred care and maintain strong communication and teamwork with the people they supported.