Harwood Court 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. This is the first assessment for this service under the new provider. This key question has been rated Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

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 management and staff team were 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.

During our visit, we observed consistently exceptional examples of compassionate, skilled and highly personalised support. Staff demonstrated a deep understanding of each person and adapted their communication in ways that enabled people to express their needs, wishes and preferences. For example, when administering one person’s medicines we observed different staff approach the person on different occasions until the person accepted their medicines. When we asked staff about the interactions, they explained that staff interactions were warm, respectful and unhurried. During quizzes, chair exercises and whilst visiting the community café (located within an annex area of the home, which was open to both people living at the home and to visitors from the local community), staff encouraged people to participate in ways that suited them. People engaged enthusiastically, and the inclusive activities created meaningful connections, strengthened relationships and promoted a strong sense of belonging within the home.

One relative told us, “You can tell efforts are made and the staff are amazing. The level of understanding about my Mam. She used to stay in her room but [registered manager’s name], after talking with me, moved her downstairs so she now spends time in communal spaces with others. That has made a difference.”

Feedback from visiting healthcare professionals included, “I have always been impressed with the standard of care provided to the residents…. I feel that the overall environment is caring and respectful, … I am very happy to continue working with the home and its team” and, “The manager, senior carers, and wider care staff demonstrate a consistently caring and resident‑centred approach. Their communication is open, respectful, and focused on the wellbeing of residents. Staff escalate concerns appropriately and promptly to the MDT, and I find them engaged, approachable, and committed to delivering compassionate care. Residents appear well cared for, and staff demonstrate genuine concern for their comfort, dignity, and safety.”

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

Staff demonstrated an excellent understanding of each person’s preferences, presentation, and communication styles. This insight enabled them to provide meaningful activity or consider wishes and ambitions that contributed significantly to individual comfort and safety. For example, a gentleman who enjoyed playing bingo was supported to regularly utilise his mobility scooter and attend local community bingo sessions. He had fed back how much he had enjoyed those trips and how much they meant to him. The registered manager ensured staff were made available to facilitate this request. A relative told us, “It is the little touches that count. [Staff name] knows my Mam well and makes her laugh; that is important. I saw him with her outside, holding an umbrella over her (it was raining), so she could enjoy the fresh air but not get wet. It is those extra gestures.”

We met with the daughter of a lady whom the registered manager had arranged for her room to be changed to accommodate her wishes and needs. This allowed for her to not feel as isolated in her room and be able to access communal space and be around other people, due to its closer proximity to communal space.

The registered manager had initiated links with a local Chaplain who visited weekly, allowing residents, who wanted, to practice their faith.

There was a dedicated role of activity coordinator within the home staff team. The coordinator robustly documented the events celebrated within the service and had pictures of these events and celebrations. This included individual birthday celebrations, celebrating Christmas, Valentines Day, Wag Dog visits (PAT dog sessions), Summer Fayres, day trips to the coast and many more. Staff and students from a local college visited the home and attended to the communal outdoor space; planted up and maintained raised planters and flower beds.

The registered manager reflected when talking about the Community Cafe, how it was open weekly and, albeit a new introduction to the home and community, it had been visited and utilised and money made had gone to the ‘Resident’s Fund’. Ongoing plans were in place to continue the advertising and growth of the café. To embed it, not only as a focus point of socialisation within the home, but also for everyone in the community to visit and enjoy. There were planned sessions themed around Dementia Awareness. These events would provide local information and the opportunity to signpost families and friends to dementia support services. There were also plans aimed to invite local charities and support services to attend the café, where they would be available to answer questions, and discuss the range of services they offer to support individuals and families within the local community.

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

Processes were in place for staff to ensure people could make choices when possible. Staff included family members in decision making where people could not do so themselves. Care plans specified details that promoted people’s independence and choice.

A passionate activities coordinator, supported by the management team, arranged a wide range of activities based on people’s interests. ‘Daily Sparkle’ reminiscence newspapers (supplied by an external company who supplied activity resources designed for older people and people living with dementia) were available in shared areas each day, giving people opportunities to read, talk about past events and take part in evidence-based activities. Regular activities included quizzes, Knit and Natter sessions, visits from a hairdresser, chaplain-led worship and use of the bar area in the communal conservatory, where people could spend time with family and friends. During warmer months, social events were held in the communal garden. Staff celebrated each person’s birthday and other important occasions throughout the year. They also arranged for a travelling pantomime to visit at Christmas. This varied programme gave people meaningful choices, supported social connections and helped them maintain control over how they spent their time.

The management team introduced an online platform that helped families remain connected with everyday life at the home. Leaders recognised how important it was for relatives to feel informed, reassured and involved, even when they could not visit in person. This platform enabled staff to share updates, photographs and meaningful moments from people’s daily lives, which strengthened communication and involvement. The registered manager also planned to expand the partnership with the organisation who supplied the daily newspapers by introducing 'Sparkle Radio' throughout the home. This was intended to provide a more meaningful musical experience, stimulate positive memories and encourage conversation and reflection.

People living at the home and their families were included throughout the development of the community café. Residents were encouraged to shape its development and identity, rather than management deciding how the café should be presented. People suggested a range of possible names, which gave them the opportunity to share their ideas and have their voices heard. The suggested names were then put to a resident vote, allowing people to make the final decision.

The staff team 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.

The provider had effective systems to continually monitor and review people’s current needs. Leaders clearly demonstrated how assessments were completed with people and their relatives. When a person needed to move to a different area of the home, staff planned and managed the transition carefully around the person’s individual needs. One relative described the exceptional difference this made for their family member. Following the move, the person was more settled and received support in an environment that better met their needs. The relative said this gave them greater peace of mind because they no longer needed to worry as much overall about their family member.

During our visits we observed how people had easy, consistent access to call bells, which were promptly answered. Where people made verbal requests for support, staff quickly responded. Staff on all units showed exceptional understanding of people’s different levels of needs, and were able to describe how they supported people safely and responded using appropriate or preferred communication approaches. For example, feedback from a visiting professional described how the staff team responded effectively to changes in residents’ health and sought clinical input through appropriate pathways. They collaboratively worked together and ensured referrals were directed to the correct service at the right time. Also collaborating with the Community Matron which ensured residents had up‑to‑date EHCP and ‘Do Not Attempt Cardiopulmonary Resuscitation’ plans where appropriate. Staff remained alert to signs of deterioration and escalated concerns promptly.

We consistently heard warm, respectful and reassuring interactions when staff supported people in private before helping them to join others in communal areas. Conversations included laughter and friendly exchanges, showing that staff knew people exceptionally well and had developed trusting relationships. Staff used these relationships to help people feel comfortable, valued and confident to take part in life at the home.

Consistent and robust staffing resource allowed for compassionate responses to peoples’ needs, concerns or distress. People’s comments included, “There is always somebody available and I'm treated well. It is very good” and “I have had no need for a quick response from the staff, but [the person’s name] stated he had seen them respond quickly for others in need. Relatives told us that as staff knew people well, they were very aware of how best to support them when they most needed support or comfort.

Harwood Court had been used as a setting where the provider developed an innovative approach to shaping its workforce. For example, the deputy manager role had been replaced with a practice development lead introduced role to strengthen staff learning and practice. The nominated individual described how the provider’s pioneering contribution to implementing the government’s care workforce strategy had received national recognition, including an invitation to speak at the first national conference. This work had also led to funding being agreed for Skills for Care to research the provider’s approach and use the findings to help develop a national implementation framework.

The provider and registered manager consistently prioritised staff wellbeing and created a culture which empowered and supported staff to deliver person-centred care. For example, an ‘Employee of the Month’ scheme had been introduced by the registered manager. This gave staff members the opportunity to nominate colleagues who they felt had ‘gone above and beyond’ and deserved recognition. Recipients could receive vouchers or monetary incentives. Additional recognition could also be acknowledged by the management team with additional vouchers being presented to staff members A strong example of the positive environment created by management who wanted to recognise staff who made an extra effort for their colleagues and the people they supported. The staff’s happiness and sense of being valued empowered them to deliver exceptional care to people living at the home.

The staff room and dedicated staff area was spacious, bright and airy. Communications and relevant training updates were posted on the walls in bright, easily accessible formats.

Staff told us they felt valued and listened to and knew that should they take any concerns to the management team it would be acted upon straight away. We were also told that there were development opportunities and the registered manager would arrange additional relevant training of interest. This commitment to ongoing professional development helped staff respond effectively to a wide range of behaviours, promoting wellbeing and dignity at all times.