Linden Terrace

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.

This is the first assessment for this service under the new provider. This key question has been rated 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 understandingchallenges and the needs of people and their communities.

During our site visits, we observed a positive and inclusive culture at the home. Staff and people were happy, relaxed and engaged. Interactions were warm, respectful and person-centred, and staff consistently demonstrated pride in their roles and a commitment to improving people’s lives.

People were supported to achieve positive outcomes through personalised care, meaningful activities, and strong relationships with staff. The service’s culture promoted emotional wellbeing, independence and inclusion, and staff worked creatively to overcome barriers and ensure everyone had access to fulfilling experiences.

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.

At the time of the inspection, the registered manager was also responsible for overseeing another of the provider’s small care homes located nearby. Despite managing two services, they maintained a visible and supportive presence at Linden Terrace, ensuring staff felt well-led and confident in their roles.

The deputy manager and team leader played key roles in supporting the registered manager, contributing to the day-to-day running of the service and helping to maintain oversight and continuity. Staff told us they felt listened to and valued and described management staff as approachable and responsive to feedback. This contributed to a positive culture of openness, teamwork, and continuous improvement, underpinned by high-quality, person-centred care.

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

Staff raised no concerns about practices at the home. They told us they felt confident that any concerns they did raise would be listened to and dealt with appropriately. This supported a culture of openness and transparency, where staff felt valued and empowered to contribute to continuous improvement.

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

Staff were actively supported to complete training in key areas such as autism, epilepsy care and positive behaviour support, which helped them feel confident and equipped to meet people’s individual needs. Access to a dedicated staff app provided further support, connecting staff to company resources, wellbeing tools, and reward schemes. This culture of enablement contributed to high morale, strong teamwork and low staff turnover, which in turn supported consistent and person-centred care for people using the service.

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.

At the time of the assessment, the service was in the process of transitioning from paper-based care plans to an electronic care planning system. While existing paper records had supported safe and person-centred care, the new system was expected to further enhance consistency, and accessibility, enabling more efficient care delivery and improved oversight. In addition, the registered manager was preparing to implement a new, more detailed auditing system to strengthen quality assurance and support continuous improvement.

Staff worked in partnership across teams and services to ensure care was coordinated, safe, and person-centred. They collaborated effectively with healthcare professionals, other care services, day centres, social workers, and other external agencies to establish and maintain joined-up systems of care. This included sharing information to support continuity and reduce the need for people to repeat their story.

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.

When issues were identified, lessons were learned, and prompt action was taken. For example, we identified minor shortfalls with medicines management records and shared these with the registered manager. She took immediate steps to address these issues. This responsive approach reflected a clear commitment to continuous improvement.