Allendale Residential Home Limited

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 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff delivered care discreetly and ensured people remained clean, well-presented, and had their continence needs met promptly. We observed staff interacting with people in a kind and compassionate way. Care provided was dignified and staff adapted their approach to suit each person’s pace and individual needs.

Families confirmed our observations and told us, “Everyone is very kind and caring towards (person) and you can see that it is not at all put on as a show. It’s genuine care.” Another told us, “The carers really do love (person) and go out of their way to make him smile.”

People, families, and professionals received a warm welcome when they visited the office and this was also observed during interactions within the rest of the home. Staff communicated clearly by explaining what was happening, asking questions, and engaging people in friendly and meaningful conversations.

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.

The small and consistent staff team knew people very well. Staff could discuss in detail people likes, dislikes, and how they like their care delivered. Staff knew the families of people and their histories. This depth of knowledge meant that staff understood people well and treated them as unique individuals.

Staff discussed what different people liked to do, such as astronomy for one person and how this was supported. Managers were visible and hands on, they gave immediate up to date information to visiting professionals and families.

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

Staff showed a good understanding of how to support people to maintain or improve their independence and make their own choices. People told us they completed aspects of their personal care independently and received support only when needed.

People made choices about how they spent their time. Some people moved freely around the home and chose their own activities, while others preferred to stay in their rooms and enjoy a quieter environment. Other people regularly accessed the community.

The activities coordinator organised planned events in line with people’s wishes. However, staff remained responsive and adapted activities as people’s preferences changed.

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 prioritised people’s needs and responded promptly to changes. They anticipated and recognised needs by paying close attention to people’s behaviours, including subtle signs from those who were unable to communicate verbally.

Staff demonstrated a good understanding of the people they supported. They explained how they identified when someone might become unwell or anxious and knew when to escalate concerns appropriately. Staff had access to management support at all times through a 24-hour on-call system.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff reported that managers were supportive, approachable, and cared about their wellbeing. They told us managers listened to them and responded to their needs. Staff gave examples of the support they had received, including flexibility with shift changes, time off, and phased returns to work. Managers also described occasions where they had provided additional support and advocacy for staff beyond the usual expectations of an employer, particularly when individuals experienced personal difficulties.

The service recognised and valued staff contributions. Managers used a newly relaunched monthly newsletter to celebrate achievements, including awarding an ‘employee of the month’ trophy and a small gift. The service had also nominated a member of care staff for the Stars of Social Care Home Awards 2026, and this individual had been shortlisted.

Feedback from relatives was positive about staff morale. One family member told us, “The morale there is very good among staff which tends to say that they are a well-led team.”