Linden Terrace

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.

This is the first assessment for this service. This key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

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

Staff were exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity.

Relatives and professionals spoke extremely positively about the caring nature of staff and the service. A relative told us, “The care - I’m extremely confident about that. I don't worry about him being safe there. Care and safety are brilliant. The whole environment is learning. He is learning along the way, being encouraged, as best as they can.”

There was a very strong person-centred culture. Every staff member we spoke with showed a passion for providing outstanding outcomes for the people they supported and were proud of the difference they made to people's lives. One staff member told us, “The lads are exceptionally well looked after: their needs are anticipated and met with compassion, dignity, and professionalism. I am immensely proud to be part of a team that prioritises person-centred care in every aspect.”

This compassionate culture extended beyond caring for people. Families were also embraced as part of the community, with staff offering support, empathy, and reassurance. Staff arranged and supported regular visits with close relatives, including facilitating trips to a care home and organising family meals. Staff worked proactively with an advocate and other services to ensure relationships remained central to the person’s life, creating opportunities for meaningful time together and preserving family bonds. A professional told us, “They’ve gone above and beyond and supported the family.”

Staff consistently upheld people’s privacy and dignity in every aspect of daily life. One person enjoyed using public transport and sometimes exhibited “positive and joyful expressions.” Staff sensitively guided the person to be more discreet when young passengers were present. This was to help protect the person’s dignity since staff were mindful that some members of the public may record or mock such behaviour.

We heard how staff involved another person in maintaining their own dignity. A staff member wrote to us and stated, “When the personal care is complete, the person and staff have a fun, empowering ‘race’ to see who can open the blinds first. Signaling the end of care, in a light-hearted but meaningful way. This encourages independence and reinforces the idea that privacy is important.”

Mealtimes were more than just a routine, they were a chance to connect, share stories, and enjoy a sense of togetherness. Staff and people regularly ate together, creating a homelike atmosphere that fostered trust and companionship. During our visit, we joined people for tea and saw how much people liked sharing what they had done that day. People also enjoyed going out for meals in the local community. To support this, the provider offered staff a dedicated allowance so they could dine alongside people. This enabled staff to teach valuable social and life skills.

Staff treated people as individuals and were exceptional in ensuring that care and support was tailored to meet each person’s needs and preferences.

Staff demonstrated an excellent understanding of each person’s unique preferences, behaviours, and communication styles. This insight enabled them to identify early signs of distress, apply effective distraction techniques, and remove sensory triggers, contributing significantly to people’s comfort and safety.

Communication was consistently adapted to suit individual needs, encouraging participation in daily living skills and helping people understand activities clearly. These approaches ensured that everyone felt heard, respected, and supported — not only in their care but in their everyday choices and experiences.

During our visits, we observed an individual using picture cards created by staff to aid communication. This innovative resource empowered the person to express themselves more effectively, restoring autonomy and strengthening their connection with others.

Staff recognised the importance of family to people and went beyond their care duties to help maintain family bonds. They facilitated regular visits between people and their families. A professional told us, “They have been incredible to keep the family unit together.”

People were supported with activities and social opportunities that reflected their individual needs, preferences, and interests. Staff worked closely with people to identify meaningful activities, such as horse riding, swimming, attending balloon festivals, and completing a year-long Metro station tour. These activities were not only enjoyable but also designed to promote independence, confidence, and community engagement. Staff demonstrated creativity and flexibility in overcoming barriers to participation, ensuring that everyone had access to fulfilling and personalised experiences.

Staff were exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care and wellbeing.

Staff actively encouraged individuals to make choices about how they wished to spend their day and pursue activities that were personally meaningful. One person, who had always expressed a love for riding the Metro, was supported by staff to plan and undertake an adventure to visit all 60 Metro stations across the Northeast. Each visit became a day of discovery, with staff enabling the person to explore different areas, learn about local communities and landmarks, and appreciate what made each stop unique. This initiative reflected a strong commitment to inclusion, education, and confidence-building, demonstrating the positive impact of person-centred support.

People were actively supported in pursuing their social, educational, and vocational goals, with staff offering personalised encouragement and practical assistance. Staff collaborated with individuals to identify meaningful activities that reflected their interests and aspirations. One professional commented, “They ensure that he maintains and develops new skills,” highlighting the proactive and enabling approach taken by staff.

Staff enabled an individual to attend an external day centre. A professional from this service wrote to us and stated, “[Name of person] has been involved in countless vocational and creative inclusive opportunities, including working on the welcome desk, in the café, and running a local enterprise.” This example demonstrated that staff enablement had a meaningful and positive impact beyond the immediate care setting, fostering community engagement and personal development.

Staff were exceptional in how they 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.

We heard how consistent, person-centred care had enabled an individual with complex health needs to live a fulfilling and safe life with minimal disruption from the effects of their medical condition. Through collaborative working with healthcare professionals and their family, staff implemented a tailored support plan. A professional told us, “He is like a different person to when he first went in. His behaviours were intense and now he is just so settled. The staff have worked so hard. They are just amazing.” This feedback reflected staff’s ability to adapt support to individual needs, respond promptly to changes, and deliver care that improved people’s quality of life.

Staffing levels were consistently sufficient to meet both planned and spontaneous needs. A relative noted, “There is a big ratio of staff and waking nights,” which enabled individuals to engage in community activities throughout the day and evening. This flexible staffing model empowered people to act on their choices immediately, whether going for a walk, attending events, or enjoying leisure activities.

Staff were proactive in recognising and responding to changes in support needs. For example, when a person became distressed after a pool ball became stuck during a game at the pub, a staff member quickly sourced a replacement from another venue. This creative and compassionate response preserved the person’s wellbeing and avoided the need for ‘when required’ medication.

There had been a reduction in the use of physical interventions and ‘as required’ medicines. This was attributed to staff’s respectful and calming approaches, which included using appropriate language, actions, and giving people space to feel better.

We observed people did not need to wait for support when they needed it from the staff team. As a result, people felt safe and comfortable having their needs met very promptly. The way in which people’s immediate needs had been supported had led to people feeling safe and comfortable and achieving great outcomes. These examples have been detailed throughout the report.

The provider and registered manager consistently prioritised staff wellbeing and created a culture which empowered and supported staff to deliver person-centred care.

All staff spoke very highly of the provider and registered manager’s commitment to continuous improvement and their shared vision of enhancing people’s quality of life. It was evident staff were extremely proud to work at the service and felt valued, appreciated, and enthusiastic about their roles. A member of staff wrote to us and stated, “In my opinion what makes this a great company to work for and sets it apart from others, is not just the opportunities they've given me, but their genuine care for both staff and the service users we support. Management from the company leadership to our service managers truly deliver on their promises. They listen to staff feedback, act on it promptly, and go above and beyond to ensure the highest quality of life for the lads.”

The provider and registered manager’s focus on staff wellbeing, promoted staff retention and helped maintain a stable and motivated workforce. This directly benefited the people using the service. A professional told us, ‘’It is outstanding. He feels safe, calmer and has excellent core staff. He really does have a voice.”

Teamwork at the home was outstanding. Staff worked in harmony, supporting one another with professionalism, warmth, and a shared commitment to deliver exceptional care. A member of staff told us, “I have never worked anywhere with the best teamwork and communication to give the 4 service users the best care, and we all give 100% so they can live their best lives. Even though I work nights I always go in earlier so I can communicate with the service users and see what they have been up to during the day and get a hand over from the day staff and information if there have been any changes to anything for the service users.” This collaboration was evident throughout the home, creating a positive and nurturing environment for both people and staff. It ensured that care was not only consistent and safe but also delivered with genuine compassion and warmth.

Staff at the home were actively supported to complete training in key areas such as Positive Behaviour Support, to ensure they had the skills and confidence to meet people’s individual needs. The provider’s commitment to ongoing professional development helped staff respond effectively to a wide range of behaviours, promoting wellbeing and dignity at all times.

Staff had access to a dedicated app which was designed to enhance both their professional and personal lives. The platform connected staff to company resources, wellbeing tools and reward schemes. This resource helped reinforce a positive workplace culture where staff could thrive.