Woodleigh Manor Residential Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question Outstanding. At this assessment the rating has remained Outstanding. This meant people were truly respected and valued as individuals; people and their families were empowered to be involved in bespoke care and support planning that demonstrated exceptional outcomes for people.

This service scored 100 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People were consistently treated with exceptional kindness, compassion and dignity, and caring was a clear strength of the service. Staff interactions were warm, patient and respectful, with people supported in ways that recognised not only their physical needs but also their emotional wellbeing. During the inspection, staff were observed to approach people calmly, speak gently and use humour, reassurance and familiarity to reduce distress, particularly for people living with advanced dementia.

Care was delivered at people’s pace and in ways that always preserved dignity. For example, during mealtimes staff did not rush people. They checked consent and comfort, whilst adapting their approach where people chose to move around and eat rather than sitting. One staff member was observed supporting a person to eat while they walked, staying alongside them, speaking softly and ensuring the person remained comfortable and respected. This demonstrated a deep understanding of dignity and person-led care.

Relatives consistently described the care as compassionate and heartfelt. One relative told us, “They [staff] are incredibly kind. You can see it in the way they speak to [name of person] and how patient they are when there anxious.” Another relative said, “They don’t just do the job, they genuinely care how people are feeling.”

The registered manager reinforced this compassionate culture through visible leadership and by modelling kindness in everyday practice. Staff told inspectors they felt supported to take time with people rather than feeling rushed, which allowed care to be delivered with empathy and attentiveness.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People were treated as unique individuals whose life histories, identities, preferences and relationships mattered. Staff demonstrated exceptional knowledge of people and used this to tailor care in highly personal and meaningful ways. Care planning was not simply documented but actively lived and reflected in day‑to‑day practice.

Staff spoke in detail about people’s life stories, former occupations, hobbies and family relationships, and used this knowledge to connect with people emotionally. One staff member explained, “We know their backgrounds, what they used to do, what makes them smile or unsettled, that’s how we support them properly.”

Outstanding person‑centred practice was evident through creative approaches. For example, one person was supported to maintain a strong sense of purpose through a meaningful role within the home. This was complete with responsibilities, an employment contract and weekly ‘wages’ using a dementia type artificial money to pay them. This approach helped preserve the person’s identity and self‑esteem. The impact of this relationship‑based care was demonstrated when the family later asked the registered manager to speak at the person’s funeral. This highlighted the depth of trust and connections formed not only with the person but their family too.

Cultural, religious and language needs were also exceptionally well supported. One person whose first language was not English was supported through picture cards, written communication and consistent staff support. Staff always respected their specific dietary requirements. In addition, staff supported their faith practices and time allowing often prayed alongside them. A relative said, “They really understand [name of person] culture and faith. They have a prayer mat; cultural food choices are respected and [name of person] feels secure here.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were actively encouraged and supported to maintain independence, choice and control over their lives. Staff consistently offered meaningful choices and respected people’s decisions, even when those choices involved positive risk‑taking. Independence was promoted in subtle but powerful ways, such as encouraging people to complete parts of their personal care themselves where possible. Staff explained, “If someone can do something for themselves, we don’t take that away, we support it. Independence is part of dignity.”

People were given choice about meals, routines, how and when care was provided, and how medicines were taken. Relatives told inspectors that this approach helped people retain a sense of normality and autonomy. One relative said, “They [staff] still ask [name of person] what they want every day. That means a lot when so much else has been taken away.”

Positive risk‑taking was embedded in practice. For example, people that felt they would never have their independence back, were supported to access the local community, attend the pub, visit church or maintain hobbies that reflected their previous lives. These activities were carefully risk‑assessed but not unnecessarily restricted, demonstrating an empowering approach aligned with the Mental Capacity Act.

The provider was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People received highly responsive care that met their immediate emotional, physical and psychological needs. Staff were observant and instinctive in recognising distress and responded calmly and compassionately. During the inspection, staff were seen de‑escalating anxiety through conversation, distraction, touch and familiar routines rather than task‑focused interventions.

Relatives commented on how well staff supported people during times of distress. One said, “When [name of person] is upset, they don’t rush them or talk over them, they sit with [name of person] and calm them down.”

The service demonstrated exceptional responsiveness prior to this inspection, when attending emergencies and unexpected events. For example, a serious environmental incident occurred, staff and leaders responded immediately, attending in person at short notice so they would be a familiar face to reassure people and swiftly communicated events to their families. One relative recalled, “They kept everyone calm and informed. Staff even came in on their day off, that showed how much they cared.” The registered manager summarised this ethos by saying, “If someone is frightened or distressed, that moment matters. Being there for them is as important as anything else.”

The provider demonstrated exceptional practice in supporting workforce wellbeing and enabling staff to deliver highly compassionate, person‑centred care. Leaders recognised that staff wellbeing was directly linked to the quality-of-care people received. They had embedded a culture where staff felt genuinely valued, supported and empowered to care with empathy and kindness. This resulted in a stable, motivated workforce who consistently went above and beyond for people using the service.

Staff described feeling emotionally supported and safe to discuss personal or professional challenges without fear of judgement. Flexible working arrangements, reasonable adjustments and practical support were offered proactively, enabling staff to balance work, family and health needs. Staff told us, “If you’re struggling, you don’t hide it here. You’re supported straight away, and they work with you to find a solution” and “They look after us as people, not just as staff and that’s why we can look after residents properly.”

The registered manager led by example through visible, compassionate leadership and worked alongside staff rather than remaining office‑based. This approach fostered strong relationships and mutual respect, with staff reporting feeling confident to ask for help, share ideas and take the time needed to care properly. The manager explained, “If my staff feel supported, then people feel supported. You can’t separate the two.” This mindset ensured emotional support was recognised as a core part of caring roles.

Staff were actively enabled to develop skills, confidence and emotional resilience. Training went beyond mandatory topics and focused on understanding people living with dementia, recognising emotional distress and responding with empathy. Staff were encouraged to reflect on care experiences and share learning openly, strengthening compassionate practice across the team. A senior staff member said, “We’re encouraged to slow down, really think about how someone is feeling and not just get through tasks.”

The impact of this supportive culture was evident in care delivery. Staff consistently showed patience, warmth and emotional availability, even during complex or distressing situations. People responded positively to familiar, confident staff who knew them well, and relatives frequently commented on the calm, reassuring atmosphere this created. One relative told us, “You can tell the staff are happy and supported – it shows in how gentle and patient they are.”