Tanglewood Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this service. This key question has been rated Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Comprehensive assessments were completed before care commenced, covering physical, emotional, and social needs. Reviews were timely and involved the person and their relatives. Documentation was clear and accessible. Observations confirmed assessments informed care planning.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Care plans reflected best practice and national guidance. Staff used validated tools for assessments, such as pain scales and nutrition screening. Audits confirmed adherence to protocols. Continuous professional development ensured staff remained up to date with current standards.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The staff team worked collaboratively to deliver safe, effective, and person-centred care. Staff communicated with each other and external professionals clearly and shared information promptly to ensure people’s needs were met. A relative told us, “GP’s visit quickly if needed if there is any concern which is reassuring.” Staff supported each other during busy periods and responded quickly to changes in care plans. The registered manager provided guidance and was visible and approachable, fostering a positive working culture.

Regular team meetings took place, where staff discussed best practice, reviewed incidents and identified improvements. Staff worked closely with external professionals, such as GPs and therapists, to coordinate care and maintain people’s health and wellbeing. Training and supervision sessions helped staff develop skills and maintain high standards. Audits, surveys and feedback were used to monitor performance and drive continuous improvement.

The team demonstrated respect and professionalism, creating a supportive and welcoming environment. Staff reported feeling valued and confident in raising concerns or suggestions, which contributed to a safe and well-run service.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff encouraged people to maintain healthy lifestyles. They provided access to health specialists and advice on nutrition, exercise and wellbeing. Staff were aware of people’s various dietary preferences due to allergies or choice such as dairy free, vegetarian or soft diets and these were fully supported. The registered manager introduced the use of Jelly Drops for people who wanted them. These are specially designed jelly sweets containing a high hydration percentage to help prevent the risk of dehydration in people who refuse or forget to drink. The registered manager had changed the menu options from written only versions to daily ‘show plates’. They also introduced snack bars around the home with a variety of food and drink choices people could help themselves to. This had increased the choices and appetite of some people who were now eating more which reduced their risk of malnutrition.

Staff supported people to have regular reviews of their health with a variety of health professionals. One person told us, “If I have to attend an appointment, I always get someone to go with me.” Another person said, “Without the staff and everyone here I don’t think I would be this happy and healthy.” Updates or changes to care as directed by health professionals were updated to the electronic care system to ensure staff awareness and timely implementation.

Partnerships with local fitness experts supported an exercise initiative called ‘From Inactivity to Independence’. This programme focused on improving people’s muscle strength and overall fitness, which led to enhanced mobility and a reduction in falls. The registered manager provided evidence showing falls had decreased as a direct result of improving strength and balance. Feedback from people confirmed they valued these initiatives.

As a result, some people even regained their ability to walk with mobility aids. For example, 1 person who had previously declined to work with a visiting occupational therapist engaged in gentle exercise through this initiative. Initially unable to walk, they later walked with their mobility aid and said, “I’m ready.” This moment restored a level of independence they thought they had lost.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The service monitored care quality through regular audits, reviews and feedback systems. Managers analysed data from incidents, complaints and care records to identify trends and implement improvements. Staff used evidence-based practices and updated care plans promptly when people’s needs changed. Clinical outcomes, such as nutrition, hydration and pressure care, were tracked to reduce risks and maintain wellbeing.

The registered manager produced a ‘you said, we did’ report for all feedback received from both people and staff. This had resulted in improvements in health such as working with local health services to ensure medicines were accurate and supported safe management of new equipment and changes to the menu to include daily vegetarian options.

The team held regular meetings to review performance and share learning. Action plans were developed following audits, and progress was monitored to ensure changes were effective. Feedback from people, their relatives and professionals informed service development. Training was updated in response to identified gaps, and staff competencies were reassessed to maintain expected standards. Continuous improvement was embedded in the culture. The service demonstrated commitment to learning and adapting, ensuring people received safe, effective and responsive care.

The provider always carefully explained to people what their rights around consent were, made sure they fully understood them and always fully respected these when delivering person-centred care and treatment.

The registered manager placed consent at the core of care delivery, going beyond compliance to actively protect people’s rights and autonomy. They personally reviewed and re-conducted all mental capacity assessments to ensure decisions were assessed individually. This approach guaranteed that any restrictions were tailored, specific, and always the least restrictive option.

This commitment meant people retained real choice and control over their lives. For example, a person with diabetes was supported to make dietary decisions that reflected their own preferences—even when these conflicted with professional advice. Rather than imposing rigid rules, the service worked collaboratively, balancing health guidance with respect for personal autonomy. This empowered the individual, upheld dignity, and demonstrated exceptional person-centred care

The registered manager demonstrated exceptional knowledge of the principles of the Mental Capacity Act 2005 and ensured it was applied consistently. They understood the need to follow a person led approach to decision making. Staff sought consent in a respectful, meaningful way, making sure people were fully informed and actively involved in decisions.

Where people lacked capacity, staff followed best-interest processes involving relatives, advocates and healthcare professionals to uphold people’s rights. They used communication aids and knowledge of people’s prior preferences and beliefs to ensure best interest decisions aligned with the person’s wishes.

Mental capacity assessments very clearly documented how people were supported, the timing and approach used, what was discussed, and how understanding was promoted. Records captured people’s exact words or responses, showing a commitment to personalised, rights-based care. A relative told us, “Although my [family member] can no longer speak for themselves, staff listen to us with regards to what [they] would have wanted before they lost the [mental] capacity.” This person-centred approach reflected an outstanding culture of dignity and empowerment.

Staff received training on MCA and consent, and managers monitored compliance through audits and observations. Feedback from people and relatives confirmed people felt empowered and respected. The registered manager and staff team’s commitment to promoting autonomy and dignity demonstrated an outstanding culture of person-centred care.