Wadhurst Manor

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good.

This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People told us, “They do everything how I like it, lovely staff, they listen and change certain things if I struggle or not happy, “Really happy with care here, they know me so well” and “Everyone has a pre assessment prior to moving in Wadhurst Manor to ensure that the home can meet their expectations, wishes and needs.” When people moved in, staff gathered information relating to their preferences, life history and a ‘getting to know me’ section is completed. This ensured that staff could connect positively with each person during the settling in process. There were also home ambassadors who met with newly arrived people to help them settle in and show them around.

People’s care plans reflected their individual needs, routines and preferences. Staff understood how people wished to be supported and used this information to provide care in a way that was personal to them. Records showed people and, where appropriate, relatives were involved in care planning and reviews when people’s needs changed.

People’s personal care plans were individual to each person and were supported by information about how they wanted their personal care provided. Staff were considerate and respectful of people’s individual needs when they supported them. For example, people who preferred to stay in their room in their room were surrounded by their own personal things and staff ensured that they had their favourite music on, or television show and staff interacted with them positively, addressing them by their preferred name. During mealtimes, people sat where they chose, staff assisted people if they required it, by prompting or by assisting them to eat or provided adapted cutlery to assist them.

People told us they were involved in decisions about their care and daily life. Relatives also told us communication was good and that staff understood people’s needs. Feedback from relatives described staff as compassionate and respectful, with one relative telling us, “They focus on the person, nothing is too much trouble.” This helped ensure people received care that mattered to them.

Visitors told us, “There is always something happening, they do lots of fun things,” and “Relatives told us, "Since the time he has been here we can visit anytime. I have been here evenings, always seems a happy environment, ladies sitting with fake wine enjoying themselves, a hub of happiness."

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People told us, “I have seen a specialist physiotherapist, and a chiropodist, the staff arrange my health checks, and I also have eye and dentist appointments.” One relative said, “They let me know of appointments so we can go with them and we get feedback if we can’t go.”

Staff told us that they worked alongside families and always inform families of any appointments and keep a record of the appointment and advice given.

Staff knew people well and how to meet their care needs. Most staff had worked in the home for a long time. Staff had built relationships with people. The provider had engaged with a variety of other teams such as the older people’s mental health team, the falls team and speech and language team, amongst others. Referrals to other professionals were made in a timely manner. The provider worked in a flexible way and made sure people had the support they needed.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication needs were reflected in care plans. Where people had additional support needs these were documented. For example, hearing aids and glasses. Systems to support people to communicate with staff, relatives and friends had been assessed and promoted. For example, staff supported people to phone their loved ones as necessary. One visitor confirmed that the receptionist helped to ensure this happened.

We observed staff speaking with people. Staff bent down to speak to people on their level, where required. We observed several staff members take the time to chat with people to answer their questions. Staff told us, “We also use peoples facial and body language to understand how they feel or what they want.” Staff were able to give examples of how some people expressed pain when they couldn’t verbalise it.

Information within the home was presented in ways that supported people’s understanding and orientation. There was signage around the home to direct people and information about meals and activities were displayed to help people know what was happening during the day. Staff were available to explain information, answer questions and support people or relatives to access information when needed. Information was stored and shared appropriately to support confidentiality and safe care delivery.

The service had an Accessible Information Standard (AIS) policy to ensure people received information in ways they understood.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result, for example changes to menus and activities. There was a board displayed that said, “you said and we did.”

People and visitors knew how to raise concerns or make a complaint, and there was an organisational complaints procedure in place. People told us they would be comfortable raising any issues with staff or the registered manager and felt confident these would be listened to and addressed. One visitor said, "The registered manager is really sweet and helpful, we like him." Another relative, "They have list of what going on so I can go through it with mum, I rated it very highly. I would give it 5 stars myself. They are genuine and nice."

People, relatives and staff could share views and provide feedback through care reviews, staff, resident and relative meetings and resident of the day, where people’s care and support needs were reviewed and discussed with the person or relatives as appropriate. Annual surveys were sent out to relatives, residents, visiting professionals and staff. These were then analysed and where needed action taken.

A suggestion box was available for anyone who wished to submit a comment or query, this could be anonymous if preferred. Wadhurst Manor also had 2 resident ambassadors that were able to listen to people and support them to speak up.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People’s care plans recorded reasonable adjustments people may need to ensure their care and support needs were met. This included aspects like communication barriers and mobility issues, including equipment they needed. People had specialised equipment prescribed by occupational therapists to enable them to have equal opportunities as other people living in the service, these included walking aids specialist chairs and equipment to assist people with mobility barriers.

Referrals were sent to health care professionals on a regular basis. People had access to a range to healthcare professionals. People were supported by the team to attend medical appointments in the community. The GP made regular calls to the service and if needed would attend the home.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People living at Wadhurst Manor had a range of needs relating to mobility, communication, cognition, health conditions and sensory needs. Staff demonstrated an understanding of these differences and adapted their approach so people could be involved in daily life and receive care in a way that worked for them. Care records included information about people’s individual needs and preferences, including how staff should communicate with and support them. A visitor told us, “The nurses are incredible, knowledgeable, whether need more help they call the DR. Lovely atmosphere. We had no doubts that she needs to be here and we are relieved she is here. Nurses are very personable and my relative is well cared for."

Enriching people’s lives through activities was an important part of life at Wadhurst Manor. People’s past interests and hobbies were considered when planning activities. Exercise classes were enjoyed and visitors to the home including the people from local small animal farms, who bring in their chickens and sheep. The home had a minibus, and we were told of shopping trips, visits to dance classes and day trips to local garden centres. The home also had therapy rabbits which people enjoyed engaging with. During our site visit, there was a lively atmosphere in the communal areas where people met for activities, coffee and cake. Relatives told us staff’s encouraging and skilled approach had enabled their loved ones to engage in activities to enrich their social life and wellbeing. This meant people were supported in a way which reflected their individual needs, preferences and abilities leading to a more fulfilling life. Comments from staff included, "Some people love to go out, someone's wish was to go to the pub for lunch and a beer. We have a café at a spa that they love to go for tea and coffee. In the afternoon we have one to one activities in people's rooms if they are in bed. Such as sensory, music, sing their favourite songs, take the rabbits to visit, massages. We also have a lady who comes in and plays the guitar, and she will do short concerts for people in their rooms and play Elvis or religious songs."

The provider made adjustments to support people’s experience and outcomes. They also ensured that before they came to live at the home, that they could meet their needs in all ways. Staff provided support in ways that reflected people’s abilities and communication needs, for example, ensuring that people were supported to access activities, communal areas and healthcare services in a way that promoted inclusion and reduced barriers to care.

People experienced exceptionally compassionate and highly personalised support at the end of their lives, ensuring they remained comfortable, dignified and cared for in accordance with their wishes. Relatives consistently described the positive impact this had on them during a difficult time. One relative told us, “The staff recognised the signs. My sister was able to get here for their final hours because of the staff. They checked him every 15-30 minutes to check he was comfortable.” Thank you letters received by the service included comments such as, “You showed respect, care and compassion for which we are very grateful. Please accept our heartfelt thanks for helping them to have a peaceful and comfortable end to their life.” This demonstrated an embedded culture of compassionate care that extended beyond people's physical needs and provided meaningful emotional support to those important to them.

The provider consistently went above and beyond to support families during end-of-life care. Relatives told us they were offered meals, practical assistance and emotional support, helping them remain close to their loved ones and feel cared for throughout the person's final days. Staff recognised the importance of these relationships and ensured families were welcomed, supported and actively involved in decisions about care.

Wadhurst Manor had dedicated end-of-life champions who acted as a recognised source of expertise and leadership across the service. They promoted best practice, supported staff development and ensured people received a consistently high standard of care. This resulted in a skilled, coordinated and sensitive approach where people's dignity, comfort and personal wishes remained central to the care they received.

End-of-life care plans were highly personalised and reflected people's individual preferences, values and priorities. Staff planned proactively for future care needs, ensuring support could be provided rapidly as circumstances changed. Care plans recorded detailed information about how people wished to be supported, including personal preferences that were meaningful to them and their families. One relative said, “It’s not an easy thing to discuss but the staff were so lovely and respectful and talked it through with us.” Staff worked closely with people and families to ensure care remained responsive, respectful and aligned with their choices throughout their end-of-life journey.

Staff received specialist end-of-life training and ongoing support from healthcare professionals, ensuring they had the confidence and skills to provide high-quality care. Staff described a compassionate approach that extended beyond clinical care. One staff member told us, “If someone hasn’t got family, we as a team spend time with them so they are never alone, we do hand massages, just talk to them, sometimes read to them.” This demonstrated a culture where staff consistently went the extra mile to ensure people experienced comfort, companionship and dignity during the final stages of life.

People had timely access to effective symptom management and pain relief. Individualised protocols for ‘just in case’ medicines were linked directly to end-of-life care plans, enabling staff to respond quickly to changing symptoms. The provider maintained its own syringe drivers and ensured nurses were trained and competent to commence treatment without delay. This proactive approach helped prevent unnecessary discomfort and ensured people received prompt relief when their needs changed.

People's wishes and preferences for their future and end-of-life care were clearly documented, regularly reviewed and consistently respected. Advance care planning was fully embedded within the service, with DNACPR and ReSPECT documentation maintained and reviewed to ensure care remained aligned with people's choices. The provider worked in close partnership with specialist palliative care nurses, local hospices and other healthcare professionals to deliver seamless, coordinated care. As a result, people experienced exceptionally personalised, compassionate and responsive support at the end of their lives, while families received meaningful reassurance and support during one of the most significant transitions they would face.