Rowanweald Residential and Nursing 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 service involved people and treated them with compassion, kindness, dignity and respect. At our last assessment, we rated this key question good. At this assessment, the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us staff were kind, respectful and caring. A person told us, “Staff are lovely and kind.” A relative said, “Staff are nice, friendly and pleasant.” Another relative told us, “Care staff are all very nice and treat [my family member] with respect.”

We saw staff treated people with kindness, engaged with them in a warm and friendly manner and communicated with them respectfully. Staff engaged well with people, and there was a good rapport between staff, people and their relatives/visitors to the home. Interactions were warm and meaningful, which contributed to a relaxed and calm atmosphere.

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

Care plans were personalised and reflected people’s likes and dislikes. Staff understood people’s individual needs. We observed people’s rooms were personalised and homely. They contained items that were important to that individual such as photographs and ornaments.

People’s individual dietary needs and preferences were identified. For example, some people required food that was tailored to specific conditions such as diabetes and cultural needs and records reflected this.

The home regularly facilitated celebratory and cultural events such as birthday parties, garden parties and a religious celebration. The activities coordinator told us there was a summer garden party organised for August 2026 and the theme was ‘tropical’.

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

Care plans identified people’s preferences and choices and how people preferred to have their care needs carried out. People’s care plans identified which aspects of their care they were able to complete themselves and where they required support from staff.

We observed staff promoting independence during our site visit. Staff offered people choices with various aspects of their daily routine. Relatives felt staff understood and responded to people’s individual needs well. A relative told us, “[My family member] can become aggressive when having personal care and [care staff] know how to handle [them] amazingly. They really know what to do.”

Staff understood the importance of supporting people’s independence and choice. We observed people having their lunch. We saw a person express doubt about what they wanted to eat at lunch. This member of staff responded to this by preparing small plates with a sample of each option and showing this to the person. The person responded positively to this and was able to make a decision about what they wanted to eat. Another person was supported by a member of staff who was able to communicate in the person’s preferred language. The person did not want to eat what was on the menu and was offered an alternative meal.

The provider 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.

Care records were reviewed by staff to help ensure they included sufficient guidance for staff to care for people in a person-centred way and to recognise people’s changing health needs.

Staff promptly responded to people’s immediate needs and ensured their support was timely and effective. Staff understood how to escalate concerns, seek urgent help and adapt support when needs changed.

People were supported to attend healthcare appointments, and staff worked closely with professionals to address complex health needs. People were supported to access emergency medical care when needed and we saw documentation that outline follow up actions taken by staff including regular checks after someone had experienced a fall.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff we spoke with told us they felt supported and valued by their colleagues and management. A member of staff said, “I’m proud to work here. It feels like a positive place, and I think the residents notice that too.” Another member of staff told us, “The team is friendly, and the manager listens to our ideas.”

Management had an open-door policy. Staff were encouraged to speak up and raise concerns openly. The registered manager emphasised the importance of having a transparent culture where staff were able to speak up and where concerns are raised. There was a focus on learning and preventions rather than blame.

Staff retention was good and staff morale was positive. Staff told us they felt valued working at the service. The registered manager emphasised that they always encouraged staff to speak openly so that they do not feel isolated. This was confirmed by staff we spoke with. A member of staff told us, “The manager is very good and I feel I can approach [them] and really any manager if I had any concerns. We can talk to the managers. They are easy to get along with.” The registered manager told us they felt supported by the regional director and the wider organisation.