Harwood Court Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.This is the first assessment for this service under the new provider. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 manager made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Pre assessments were undertaken before people arrived at the home to ensure all needs could be met. Electronic care planning was robust and person-centred. Records were updated when people’s needs or preferences changed. Staff demonstrated a good understanding of people’s assessed needs and spoke positively of the communication methods within the home, particularly highlighting the support and communication with the registered manager and senior carers.

Healthcare professionals told us that peoples wellbeing was very good, with the staff team knowing the people they supported and cared for very well. One visiting professional told us, “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.”

The manager and staff team planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Care records were person-centred and detailed. Family and health and social care professionals shared information that aided in the development of the plans when people were unable to share information themselves. Records showed people were being cared for in line with their assessed needs.

Staff told us that there was plenty of family involvement and as a service this was encouraged. A visiting professional said, “During my regular visits, I consistently observe staff encouraging residents to participate in daily activities, supporting them to get dressed, engage socially, and enjoy meaningful interaction. Residents are offered refreshments such as tea, cakes, and items from the tuck‑shop trolley, alongside a varied programme of entertainment. This approach fosters social inclusion, maintains cognitive stimulation, and reduces the risk of isolation. It is particularly heartening to see residents laughing, chatting, and smiling, often joined by family and friends. This reflects a genuinely caring culture that prioritises emotional wellbeing and quality of life.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff regularly reviewed people’s needs and kept their information up to date.

The registered manager had formed effective working relationships with both the provider and senior staff members within the home. Together they had fostered a strong team ethos and supportive culture within the home. The registered manager was visible, involved and present. We observed staff working well as a team, particularly during mealtimes and during activities arranged by the activity coordinators.

Heads of department attended daily huddle meetings. They shared important information, reviewed new admissions and discussed any changes in people’s needs or health. They also shared relevant staff updates.

Partners who worked with the service gave positive feedback about interactions with the staff and managers. One visiting professional said,” Staff escalate concerns appropriately and promptly to the MDT (multidisciplinary team), 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 provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The management and staff team always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People accessed healthcare services in ways that suited their individual needs. Some attended appointments at GP surgeries and dental practices, while for others, healthcare professionals visited the home. This flexible approach ensured that people received timely and appropriate care. There were close links with the local GP practice and regular visits from surgery staff were arranged. Staff contacted the surgery for appointments or guidance on how best to support people as and when required.

People told us they were supported to access routine health services to enhance their health and were supported and encouraged to maintain mobility and join in with different activities. Flexibility in the staff team rotas allowed for activities on an evening and a weekend. These included trips locally or for days out to the coast. The service provided a minibus for activities when required.

The staff team routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Care records were reviewed regularly and amended appropriately. Individual care plans were person centred and documented clearly which enabled staff to provide the right care to people. Where necessary, specific medicines and procedures were in place for staff to support and administer to ensure people received the correct and appropriate care. For example, there was a person’s anticoagulant risk assessment documented in their file. Their medication administration record was clearly documented, and their Insulin box was locked in the treatment room. Their photograph was on the box which contained an Insulin pen, administration record and equipment securely stored all together.

Staff told people about their rights around consent and respected these when delivering person-centred care and treatment.

People were supported to have choice and control over their lives. Staff supported them in the least restrictive way possible and in their best interests. Staff demonstrated an understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making specific decisions on behalf of people who may lack the mental capacity to do so for themselves. Policies were in line with the principles of the MCA.

Appropriate best interest decisions had been taken where people were unable to make decisions for themselves. DoLS applications had been submitted to the local authority for authorisation, in line with legal requirements.

Staff told us people were given choice in all aspects of their lives including what they wished to wear and eat. Activities and communication preferences were documented within care records.