Lenthall House

The following is CQC's published account of its assessment, published 24 September 2025. References to “we” mean CQC. It describes findings at that time.

Date of inspection 19 and 21 August 2025. The inspection was prompted by a review of information we held about the provider.

Lenthall House is a care home registered to provide personal care and accommodation for up to 40 people, with differing needs, including older people, people living with dementia, learning disability, physical disability, mental health needs, sensory impairment or younger adults. At the time of the inspection, the service was supporting 38 people.

We have assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.

The service had made improvements and is no longer in breach of regulations. Potential risks to people were now identified and recorded in their care records which were understood and implemented by staff to mitigate risk. The environment was now clean, with improvements being made to the décor, which were ongoing. The Care Quality Commission has received an application for the registration of the manager.

Systems and processes were in place to support an inclusive and positive culture of learning and improvement. Leaders worked with people, their relatives, staff and external partners to support in the delivery of safe care and good outcomes.

The provider had systems and processes in place to monitor the environment. Contracts with external companies maintained safety systems and equipment. We found the service to be clean. The provider’s internal environmental audits had identified improvements were required, including to the décor and replacement of some carpets. Improvements were recorded within the service improvement plan. However, timescales were not always set or met.

Processes were in place to facilitate and support people to live healthier lives through ongoing reviewing and monitoring of people’s needs. Timely referrals were made to health care professionals in response to changes in people’s needs. Health care professionals were positive about staff responses to the monitoring of people’s health and told us staff had a good understanding of people’s health needs. They found staff to be kind and caring towards people at the service. An external stakeholder had identified improvements were needed to some aspects of medicine management. The manager had acted and was liaising with external health care professionals to bring about the changes required. People received their medicines as prescribed.

Leaders were committed to providing a non-discriminatory environment for people using the service and staff. Practices ensured people’s consent to care was obtained for all health and care interventions. Where people lacked capacity to make informed decisions, best interest decisions were made and documented.

Care plans provided information about people’s lives prior to moving into the service, including information as to their work history, family life, hobbies and interests. Care plans reflected people’s care needs, including future plans with regards to end of life care. Potential risks were assessed, with care records providing guidance for staff on how to mitigate risk and support people well.

People’s personal care needs were met by sufficient staff, who had undergone a safe recruitment process, and who had the training and knowledge to enable them to meet their needs, which included people with a learning disability and those living with dementia.

Staff unanimously spoke in high regard of the recently appointed manager, and of the positive impact they had on the atmosphere and culture of the service, and the changes they had brought about. Staff acknowledged the support of the manager and senior management team and of their colleagues who they felt worked collaboratively and effectively to meet people’s needs. A staff member told us, “The manager is very hands on, it’s the first time in a long we have had a manager on the floor. He comes out and joins in. He made a point of coming into bingo and sits with the residents. The whole home is more relaxed, a benefit to residents and staff.”