Tanglewood 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. 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 86 (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 service promoted a positive and inclusive culture where staff worked towards shared goals. The registered manager provided clear leadership and communicated the vision and values of the service effectively. Staff understood these values and demonstrated them in their daily practice, focusing on delivering safe, compassionate and person-centred care.

Regular team meetings and supervision sessions reinforced expectations and encouraged collaboration. Staff told us they felt part of a supportive team and were motivated to achieve the best outcomes for people. The registered manager celebrated achievements and encouraged open communication, creating a culture of trust and respect. This shared direction ensured consistency in care and contributed to a well-run, responsive service.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager demonstrated exceptional leadership that inspired confidence and trust throughout the service. They consistently promoted a culture of compassion, inclusion, and excellence, ensuring people’s needs and rights were at the heart of all decisions. Staff described the registered manager as approachable, supportive and highly visible, creating an environment where everyone felt valued and respected. A relative told us, “The [registered] manager is very approachable to talk to. I have had discussions with [them] and [they] are all about the [people].”

Leadership was proactive and forward-thinking suggesting ways to ensure dignified care and reduce the risk of closed cultures and institutionalised practice. The registered manager encouraged innovation and continuous improvement, using feedback from people, relatives and staff to drive positive change. They championed equality and diversity, ensuring policies and practices supported fairness and inclusion for all. Staff were empowered to develop their skills and take ownership of high standards, contributing to outstanding care delivery.

This strong, inclusive leadership created a culture of openness, accountability and collaboration, ensuring people experienced exceptional, person-centred care and positive outcomes.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The management team an open and supportive environment where staff felt confident to raise concerns. The registered manager promoted a culture of transparency and encouraged staff to speak up about any issues affecting care quality or safety. Staff told us they understood the whistleblowing policy and knew how to report concerns both internally and externally.

Regular meetings and supervision sessions provided opportunities for staff to share ideas and feedback. The registered manager responded promptly to concerns and communicated actions taken, reinforcing trust and accountability. People and relatives also felt comfortable giving feedback, knowing it would be listened to and acted upon. This approach ensured staff could speak up without fear, contributing to a safe and well-led service.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff who worked for them. The registered manager ensured recruitment and employment practices were fair and transparent, following legal and ethical standards. Staff told us they felt respected and valued regardless of background, culture, or personal circumstances.

Training on equality and diversity was provided regularly, helping staff understand and uphold inclusive practices in both care delivery and team interactions. Policies were in place to prevent discrimination and support reasonable adjustments where needed. The registered manager monitored compliance and addressed any concerns promptly. This commitment to inclusion created a positive working environment where staff could thrive and deliver person-centred care.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager provided inspirational leadership, set high standards and modelled best practice. One person said, “We know the [registered] manager and [they] are sometimes a carer as well so [they] get to see everything.” Their commitment to excellence drove a culture of accountability, transparency and continuous improvement across the service.

Management systems operated robustly and were regularly reviewed to ensure compliance and innovation. The registered manager actively engaged people, staff and stakeholders in decision-making, fostered inclusivity, and shared responsibility. This approach empowered the team to deliver consistently high-quality outcomes and respond swiftly to emerging challenges.

Sustainability formed an integral part of the service’s long-term planning. Governance arrangements remained exemplary, ensuring risks were managed effectively and ethical standards were always upheld.

Overall, the registered manager’s vision and leadership were central to the service’s outstanding performance, creating a culture where governance, management, and sustainability thrived for the benefit of people who used the service.

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. A professional told us, “I have always found the staff to be responsive to any concerns I have raised on visits.”

The service maintained strong and effective partnerships with local organisations, health professionals, and community groups. Leaders worked collaboratively to ensure people who used the service had access to a wide range of support and opportunities that enhanced their wellbeing. Staff communicated well with external partners and shared relevant information promptly to promote continuity of care. One professional said, “Communication with the home is reliable, staff keep us informed of changes in [people’s] health and care needs.”

The registered manager encouraged community involvement and supported people accessing local resources and facilities. Feedback from partners and stakeholders was positive, reflecting mutual respect and shared goals. These relationships helped the service respond to individual needs and contributed to positive outcomes for people.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, positive outcomes and quality of life for people. They actively contributed to safe, effective practice and research.

Innovation was embedded in everyday practice. The registered manager took time to research changes in best practice and ideas for innovation and shared these with the staff team. They further developed staff skill in relation to recording outcomes in the digital care planning system that allowed real-time updates and alerts for changes in people’s needs. This reduced delays in care delivery and improved accuracy.

The registered manager introduced a service dog in training which people responded to very positively. The dog encouraged people to walk more, including 1 person who had previously been cared for in bed, reduced anxiety and improved wellbeing. Feedback from families and professionals regarding the way care was delivered showed care had a positive impact on people’s mood and engagement.

The registered manager encouraged staff to bring forward new ideas. For example, pairing 1 person with an employee with similar interests and skills to work alongside them taking joint responsibility for gardening and small maintenance jobs. This resulted in a reduction of times the person expressed their upset or frustration through verbal or physical aggression. The person’s wellbeing and social interaction with others also improved.

Following feedback from people and relatives, staff introduced themed menus’ such as ‘back to school’ days which were popular and encouraged reminiscing about people’s lived experiences and preferences to learn more about them. Staff built on people’s interests, religious beliefs and friendships, which helped reduce social isolation and strengthened relationships.

Continuous professional development was a priority. Staff completed training modules, including dementia care specialists. The service partnered with external colleges to deliver work placements for health and social care students. This enabled the students to learn more about the diverse roles in the care sector and gain experience and understanding of best practice. The additional interaction created other social opportunities for people to share their life stories and champion careers in care.

Leaders promoted openness and communicated changes effectively through newsletters, team meetings and digital platforms. This ensured everyone understood improvements and felt involved in driving high standards.