Tentelow Lane

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 good. At this assessment the rating has remained as 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.

People, their relatives, and staff all benefitted from the provider’s consistent, person‑centred approach. Staff understood the organisation’s values and applied them in their daily work, helping to promote people’s wellbeing, independence, and sense of stability. They felt well supported and worked within a culture that encouraged learning, new ideas, and ongoing improvement. A manager told us, “Team meetings are helpful and if staff have any issues we refer them to employee assistance programme. We are flexible with the team and that is why they have worked here long.”

The Provider Information Return (PIR) showed the provider had a strong grasp of the service, the people they supported, and how care was delivered. It set out a clear vision for high‑quality and person‑centred care. It also demonstrated awareness of potential risks, areas for development, and how learning was used to strengthen outcomes, creating a strong base for safe and effective practice.

Staff were motivated and took pride in their work. They were committed to delivering personalised care, promoting independence, and supporting people to take part in community life. They spoke positively about the leadership and management of the service.

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 registered manager was approachable, compassionate, and supportive, creating a positive work environment where staff felt valued and listened to. A relative told us, “I have not had to raise concerns. I could ring the [registered manager] about anything and they will respond quickly. They always keep me updated.” Staff member comments included, “The register manager is always available” and “[Management team] is fine. The registered manager is very supportive.”

Leaders worked with health specialists to improve their knowledge and share best practice, supporting staff development and succession planning. Staff felt well-supported, encouraged to share their views, and included as part of the team.

The management team promoted an inclusive culture, addressed discriminatory behaviour, and worked in partnership with people, relatives, and staff. Feedback from surveys and open communication was used to develop the service, ensuring personalised, high-quality care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and their relatives said they knew how to raise concerns and felt listened to through regular questionnaires and open communication. They described the registered manager as honest, approachable, and open to suggestions for improving the service.

Staff understood how to whistleblow and had clear information on raising concerns both inside and outside the organisation. They felt valued and confident that the registered manager took their views seriously. The provider promoted openness and honesty when things went wrong, and staff felt safe to speak up without fear.

This open approach reduced the risk of a closed culture. Staff and leaders worked transparently, learned from incidents, and maintained positive working relationships. Handovers and information sharing were clear, and team meetings were used to reflect, learn, and prevent issues before they occurred.

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 provider promoted an inclusive and fair culture, valuing diversity among staff and the people they supported. Staff understood their responsibilities under equality, diversity, and inclusion, including cultural awareness and unconscious bias.

Procedures such as flexible working, reasonable adjustments, and reflective supervision supported workforce equality and fairness. This approach motivated staff, boosted morale, encouraged stability and retention. This created a transparent and supportive workplace.

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 registered manager clearly understood their responsibilities and legal obligations. A relative told us, “If I had any concerns, I would contact registered manager and leave it in their hands to deal with any procedures that are in place. I definitely think its well-led service. Registered manager is on the ball. If there's a problem, they will always tell me. As a family we have no problems whatsoever, nothing to raise.” Governance systems were used effectively to ensure the service ran smoothly and could continue during unexpected events.

Regular audits monitored the quality of care, and improvements were made as needed. Staff knew their roles and responsibilities. They had access to current policies and procedures which enabled them to provide care in line with best practice and regulatory requirements.

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.

People benefitted from the provider’s strong partnership working with health and social care professionals. They had access to a range of specialists, such as therapists, dietitians, GPs, and learning disability psychiatrists. This helped staff follow best‑practice guidance on communication, sensory needs, and positive behaviour support.

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.

Staff spoke positively about the registered manager and the provider’s focus on high-quality, person-centred care. Effective communication allowed staff to respond quickly when people needed extra support.

Learning from incidents was part of everyday practice, helping to reduce risks and support people’s emotional wellbeing. Staff were supported through supervision, handovers, ongoing training, and personalised guidance. This built a confident, skilled team that delivered compassionate, consistent care, resulting in better wellbeing, fewer incidents, and increased participation in community activities.