Collingwood Court

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 inspection, we rated this key question good. At this assessment, the rating has changed to 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 95 (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 demonstrated an exceptional, deeply embedded culture of kindness, empathy and compassion. Staff consistently treated people with dignity and respect, protecting their privacy and ensuring all interactions were person-centred, warm and meaningful.

People and their relatives spoke extremely highly of the care provided. Feedback included, “The care is excellent,” “wonderful,” “absolutely superb” and “I love the care I get here, they are all so very kind.” Staff spoke about people with genuine warmth and compassion. One staff member told us, “I treat them like my own family, I give them a cuddle, it makes their day better and it makes my day better.”

Staff across all roles worked collaboratively to deliver compassionate and person-centred care. This ethos extended beyond care staff, with non-care staff also actively supporting people’s wellbeing. One professional told us, “All of the staff, from the cleaners through to management, consistently show kindness, empathy, and genuine care towards residents. They create a warm and supportive environment where residents are treated with dignity and respect.” A friend of 1 person said, “[Name] is very well cared for at Collingwood Court, not just by the carers but by all of the staff. The domestic staff are absolutely amazing, not only do they keep the home immaculate, but they also care for the residents. ”This demonstrated a strong whole-team approach, where all staff contributed positively to people’s experiences and overall wellbeing

This caring approach extended beyond people using the service to include relatives and professionals. Relatives were warmly welcomed and supported to spend meaningful time with their loved ones. For example, we spoke with 1 relative who regularly shared a meal with their family member at the service. Meals for relatives were provided free of charge, which reinforced the home’s inclusive and homely approach. This helped relatives feel comfortable to stay for longer periods, which in turn helped people feel reassured, emotionally supported and connected.

Health and social care professionals also told us they felt genuinely welcomed within the service. They described how they had recently received cards and small tokens of appreciation, which made them feel valued as part of the wider team. The registered manager told us, “We feel it is important that external professionals know they are valued members of the wider care team around our residents, and we actively promote an environment where kindness, gratitude, and teamwork are recognised and celebrated.”

People’s dignity was carefully considered throughout all aspects of care delivery. One relative told us, “Every member of the staff from the handyman to the domestic staff show compassion and dignity to each and every resident.” Kitchen staff worked creatively and sensitively to ensure people requiring modified texture diets could enjoy meals that looked as close as possible to their original form. For example, a pureed birthday cake was carefully presented, maintaining the visual appeal and sense of normality. This attention to detail supported people’s dignity and enjoyment of food and helped ensure they did not feel different or excluded due to their dietary needs.

The provider demonstrated exceptional practice in treating people as individuals. Care and support were consistently person-centred, shaped by a strong understanding of each person’s identity, life history, preferences, culture, abilities and protected characteristics.

Staff knew people extremely well and used this knowledge to tailor daily routines, interactions and activities in ways that upheld dignity, promoted autonomy and enhanced wellbeing. One staff member explained, “It’s knowing who needs emotional and physical support, there’s people who like nothing more than a cuddle and a hand hold.”

Person-centred tools and approaches were embedded in practice. For example, staff used structured tools to understand and respond to people’s emotional and psychological needs. We saw the impact of this, how it was brought to life for a person living with dementia who was cared for in bed; their room reflected their identity, with personal pictures and a bird feeder outside their window. Their relative described the care as “superb.”

Staff used life history “interview kits” to support conversations and develop a fuller understanding of people’s backgrounds, experiences and what mattered most to them. This approach enabled staff to build meaningful relationships. One staff member told us, “I like to pride myself that I know all the residents down to what their grandchildren are called.”

Staff also built meaningful, relatable connections with people through shared experiences. For example, 1 staff member described how both they and a person living at the service had diabetes and wore a continuous glucose monitoring sensor on their arm. They explained that people would often ask about it and they would respond light-heartedly and state, “It’s my on/off switch! But [person] knows what it is because we both have one.”

Staff followed a flexible and person-led approach to mealtimes through a “breakfast club” initiative. Rather than having a strict breakfast time, people were offered genuine choice and control over when and what they ate. Individuals could attend when they got up at their time and select from a range of options including cooked breakfasts, continental choices, pancakes and fresh fruit which helped create a relaxed and sociable environment. We observed staff sitting with people at lunch time to eat their meal and have a drink with people which helped to build relationships and create a genuine sense of community. We heard in the evening that a hot chocolate trolley was brought around, followed by a film which helped create a homely, comforting atmosphere where people could unwind, enjoy familiar routines and feel settled at the end of the day.

Staff prioritised meaningful, person-led interactions. We observed the use of the “Stop the Clock” approach, where staff paused tasks to spend unhurried time with people. This ensured interactions were not task-focused but relationship-led. One staff member explained, “We can sit and have a little chat with the residents.”

The provider demonstrated an exceptional commitment to promoting independence, ensuring people had genuine choice, control and understanding of their rights in all aspects of their care and wellbeing.

A wide range of activities supported people’s independence and wellbeing. Independence workshops enabled people to practice everyday skills, such as laundry tasks and making sandwiches, in a fun and engaging way, alongside activities including Tai chi and wellness walks. People were also encouraged to “make a wish” and were supported to go wherever they chose, which reinforced their autonomy and personal fulfilment. One relative told us that their family member had been in the merchant navy and wanted to go on a boat again so staff organised for them to go on a ferry for the day. The relative said, "They (staff) go the extra mile.”

Innovative activities such as “Guess the taste” and “Guess what is in the box” further enhanced engagement, particularly for people living with dementia by focusing on sensory experiences such as taste, smell and touch. These activities supported people to engage through their senses, which made them more accessible and meaningful particularly for people living with dementia. People were observed laughing, smiling and expressing a range of reactions as they engaged with different tastes and textures of food and drink. For example, one person particularly enjoyed the sensory experience of squishing baked beans and trying to guess what they were, which generated laughter and interaction with others. Namaste sessions were carried out which involved individual caring touch, such as a hand or foot massages, music therapy, themed sensory and gentle movement sessions. One community partner told us, “We are continually impressed by the atmosphere within the home, the quality of activities provided, and most importantly, the way residents are cared for by the staff team. It is genuinely wonderful to see.”

The service actively promoted social inclusion and meaningful connection. Activities such as wellness walks, choir sessions and group engagement opportunities supported people to feel part of a community while enhancing their wellbeing. A member of staff told us, “It’s fabulous, it’s a happy place. We have everything we could have on a fully inclusive holiday except the pool. There’s nothing that can’t be done through planning and a good risk assessment, we went ice skating.”

Staff thoughtfully brought people together to encourage interaction between those living with and without dementia which helped foster inclusion and reduce isolation. Relationships extended into the wider community, with visits, shared experiences and intergenerational engagement enriching people’s lives. The senior nursery manager told us, “Over the past few months, we have been holding regular intergenerational sessions with the residents and I wanted to share how incredibly positive and heartwarming we find these experiences. From the moment we began working together, it has been clear that the staff team at Collingwood Court share the same values as us around care, compassion, dignity, and meaningful relationships. Every session feels genuine, rewarding, and full of warmth, and our team always leaves feeling uplifted.”

The provider listened to and understood people’s needs, views and wishes, ensuring care was responsive and tailored to each individual. Staff responded promptly to people’s needs in the moment, taking action to minimise any discomfort, concern or distress. This included seeking support from health professionals where required.

Care was delivered in a personalised and compassionate way. Staff recognised when people needed reassurance and responded appropriately, whether through conversation, physical reassurance or comfort. For example, 1 person living with dementia was supported to engage meaningfully with a doll, which prompted smiles and emotional connection which highlighted the positive impact of this responsive approach. A relative told us, “When anyone in the home is distressed, I see staff supporting them.”

The provider demonstrated an exceptional commitment to staff wellbeing which created a positive, inclusive culture that enabled staff to consistently deliver high-quality, person-centred care.

All staff, without exception, spoke positively about the home. Comments included, “It’s a happy place to live and work” and “It’s been my second home for years.” Staff described an open and inclusive culture where their voices were actively encouraged and listened to through initiatives such as “colleague voices” and suggestion schemes.

A wide range of support systems were in place to ensure staff felt confident, valued and motivated. There was a comprehensive benefits scheme which included access to a wellbeing app and financial support services, which helped staff manage their finances and reduce the risk of relying on payday loans. The registered manager was a trained Mental Health First Aider. This meant they were equipped to recognise early signs of stress, anxiety or emotional strain in staff and provide timely support, guidance and signposting to additional resources where needed. Practical and emotional support was also embedded in the culture; for example, free meals were provided for staff.

The provider went above and beyond to recognise and appreciate staff. Staff described significant positive improvements over time, with one commenting, “Everything has improved, it is so much better and the staff are appreciated now.” They described regular appreciation events, including ‘Feel Good Fridays’ and thoughtful gestures, including meals provided during shifts, and funded team activities. One staff member told us, “They are an amazing company to work for, it’s the little things.” Another staff member said, “On a Friday [registered manager] does staff appreciation with snacks and drinks and she makes it known you are appreciated and makes sure staff are happy.” A dedicated budget was provided for staff wellbeing, empowering management staff to respond directly to what mattered to the team.

The provider actively celebrated and recognised both team and individual achievements, which contributed to high morale and a strong sense of pride in the service. For example, 2 staff had been nominated for Care UK Stars Awards in 2026. Personal milestones were also acknowledged and celebrated, such as the registered manager passing their driving test, which reinforced a supportive culture where staff achievements were valued and celebrated. Formal recognition schemes were also in place, including GEM (Going the Extra Mile) awards, which highlighted and rewarded staff who went above and beyond in their roles. This recognition encouraged a culture of positivity, motivation and shared success.