Tenlands Care Home

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 this 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 understanding challenges and the needs of people and their communities.

The registered manager demonstrated the necessary skills and experience to lead the service effectively, with a focus on priorities and a transparent, open approach throughout the assessment. Minor areas of improvement identified during this assessment were responded to quickly and responsively by the management team.

Staff had a good understanding of their roles and shared the registered manager’s commitment to providing person-centred care and treating and valuing people as individuals. Staff told us they contributed to a kind and supportive culture at the service. A range of policies were in place to guide staff.

The service 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 regional manager supported the manager with regular provider monitoring visits and created action plans as needed.

Feedback from people and relatives reflected the positive leadership culture within the service. Relatives consistently described the manager as visible, approachable and supportive.

The provider fostered a positive culture where people and staff felt they could speak up and their voice would be heard. The provider had a whistleblowing policy in place and staff understood their responsibilities to raise concerns when needed. Staff were confident raising issues with management and felt they would be listened to and acted upon.

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. Systems were in place to encourage staff feedback, through staff meetings and supervisions. Policies and procedures promoted an equitable 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.

There were systems in place to monitor the quality and safety of the service, including medicines, infection prevention and control, environmental safety, accidents and incidents. The management team reviewed records and used audits, feedback and learning from events to support ongoing improvement. Statutory and regulatory notifications were submitted appropriately.

Staff spoke positively about the management team. A staff member said, “I think this is a very good service. I feel part of a good team and the manager is always available.”

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. Healthcare partners spoke positively about the service.

There were strong links with commissioners and the local authority, and the registered manager used these relationships to share learning and drive improvements. The service also supported access to advocacy services where needed, ensuring people’s voices were heard.

People were supported to remain active members of their community through a range of regular outings, events and meaningful activities. Relatives were welcomed and encouraged to be involved in daily life, helping to maintain strong relationships and continuity of care.

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.

Continuous staff training contributed to safe and effective care. Staff worked well together and supported each other to provide good quality care. There was an open culture which promoted inclusivity, reflection and learning.