Collingwood Court

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection, we rated this key question requires improvement. At this assessment, the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 a clear, inclusive and strong shared culture and direction that was fully understood and consistently embedded across the service. The service’s mission, “First and foremost a home where individuals come to regain community and feel a sense of love and dignity” was evident in every aspect of care delivery and staff practice. This direction was established in collaboration with people, their relatives and friends and ensured their views and experiences shaped how care was delivered and continuously improved.

Equality was actively promoted, with the service ensuring people’s individual needs, preferences, backgrounds and protected characteristics were respected and responded to in a meaningful way.

People and relatives spoke very positively about the culture at the home. Comments included, “It is a home from home, families appreciate what staff do” and “The home is absolutely perfect, people are well looked after.” When we arrived, we noticed a plaque on the wall which had been presented to the home by a person’s relatives. It read, “Collingwood Court is a magical place. The staff have hearts of gold. No bigger compliment can be made than I’m booking a room when I’m old.” This reflected the genuine warmth, compassion and high regard in which the home was held by families.

People were encouraged to be actively involved in the running and development of the service, including participation in staff recruitment processes. The registered manager told us, “Residents often notice qualities that may not be evident during a formal interview.” The service also used an electronic app which relatives could access to receive updates about their family member’s care. This supported relatives to stay informed, involved and connected to their loved one, particularly if they were unable to visit regularly.

Feedback from professionals and community partners confirmed this culture was genuine and demonstrated in practice. The senior nursery manager told us, “As a team working within an Ofsted-inspected setting ourselves, we understand the importance of truly embedded practice. Outstanding care cannot simply be presented for inspection, it has to be consistently lived and demonstrated every day. We have never once felt that what we see is performative. Instead, we witness genuine love, respect, kindness, dignity, and meaningful engagement at every visit.”

The provider also fostered a highly positive internal culture where staff work and personal achievements were recognised and celebrated. Staff were recognised through initiatives such as GEM awards and appreciation events, which promoted morale and motivation. Practical and emotional support were also embedded in the culture; for example, free meals were provided for both relatives and staff, demonstrating the provider’s commitment to the wellbeing of everyone connected to the service. One staff member told us, “We have staff appreciation days, pizzas, doughnuts, scratch cards, sweets and muffins, it just picks you up. This home just has a different kind of feel, you don’t mind coming to work.”

The provider demonstrated exceptional leadership, with inclusive, visible and highly capable managers who consistently modelled the values and vision of the organisation. Managers were deeply embedded within the service, which created a culture where people and staff felt valued, listened to and supported. The home’s ethos of warmth, dignity and belonging was clearly driven by strong, compassionate leadership.

People and relatives spoke extremely positively about the registered manager. One person described them as “Young, bright and above all, dynamic,” while a relative told us, “Since [name of registered manager] took over as manager, the home has gone from strength to strength and it is clear to see that both staff and residents thrive in this brilliant home. The thought and care that is put in to make everyone welcome and included in daily life goes above and beyond the normal requirements.” We observed meaningful and genuine connections between the registered manager and people. For example, 1 person’s face visibly lit up when they saw her which reflected the trusting and positive relationships the registered manager had developed.

The registered manager was highly visible, approachable and actively involved in the day-to-day life of the home. On our arrival, we initially mistook the registered manager for the lifestyle coordinator, since they were supporting people in the lounge to get ready for their trips out. This was not because additional support was required, since there were sufficient staff on duty, but because they wanted to be actively involved in people’s day, which demonstrated a hands-on, values-driven leadership approach. One staff member told us, “Honestly [registered manager] is lovely. She is lovely with the residents, she always gets involved.”

This visible leadership approach was evident in the wider culture of the home, where care was person-centred, inclusive and underpinned by kindness. The operations support manager told us, “The culture of the home is one in which every member of staff, across all departments, supports one another. This kind of culture is not accidental, it is set, led and embedded by [name of registered manager] who models these values daily and ensures the whole team lives by them. The result is a home where the collective focus is always on the resident, and where flexibility and mutual support are second nature.”

Leaders demonstrated a strong commitment to developing a confident, capable workforce through structured succession planning and continuous professional development. Staff were actively supported to progress into roles that were best suited to their skills, strengths and interests which helped both individual fulfilment and organisational stability. Development opportunities meant that staff potential was identified early and enabled staff to build skills, confidence and leadership capability.

The provider fostered a positive culture where people and staff felt able to raise concerns and be listened to.

Staff knew how to speak up and raise concerns when needed. Staff told us they had no unresolved concerns about practice and felt confident that action would be taken if issues were raised.

The provider demonstrated an outstanding commitment to workforce diversity, inclusion and staff development and created a culture where staff from all backgrounds felt valued, respected and able to thrive.

The staff team was culturally diverse and we observed how this enriched the service, with positive, cheerful and often humorous interactions between staff and people. The impact of these relationships promoted a strong sense of belonging, mutual respect and inclusivity throughout the home. The registered manager told us, “At Collingwood Court we believe our diverse staff team is one of our greatest strengths. We actively promote a culture of respect, inclusion, and teamwork where every member of staff feels valued regardless of their background, culture, religion, or nationality. Creating a positive and supportive environment helps staff feel comfortable bringing their individuality into the workplace, which in turn creates a warm and welcoming atmosphere for residents and relatives.”

Celebrations and awareness events were actively promoted throughout the year, including occasions such as Christmas, Easter, Diwali, Eid, Chinese New Year, Black History Month and Pride Month. These events were not tokenistic but were used as opportunities to bring people together, celebrate differences and promote understanding. Staff were encouraged to share their own cultural traditions, including foods, music and customs, which enriched people’s experiences and helped create an inclusive environment. This approach ensured staff identities, backgrounds and beliefs were valued and respected, which also fostered a sense of belonging, community cohesion and mutual respect across the home.

Managers actively recognised individual strengths and supported staff to develop and progress within their careers. Staff spoke positively about the opportunities available to them, including mentoring, apprenticeships and access to structured development pathways. We heard how some staff had joined with little or no prior experience and had been supported through training and encouragement to build skills, confidence and take on increased responsibilities. This inclusive approach ensured staff were empowered to achieve their potential and contributed to a highly motivated and skilled workforce.

The provider demonstrated a strong commitment to continuous improvement, excellence and inclusive practice through the implementation of a wide range of designated champion roles across the service. Each champion took ownership of a specialist area, supported colleagues, promoted best practice and drove high-quality, consistent care. This approach created a clear culture of accountability, learning and shared responsibility, which had a direct and positive impact on people’s safety, dignity, communication and overall experience of care.

The provider had clear roles, responsibilities and governance systems in place to effectively oversee the quality and safety of the service.

People and their relatives spoke positively about how the home was managed. One person said, “Oh heck, the home is definitely well managed and I’ve no concerns. I’m happy living here and I wouldn’t want to go anywhere else.”

Audits and checks were carried out to monitor the quality and safety of the service. An electronic system was used to support oversight, providing a clear dashboard of performance across all areas of the home. This enabled leaders to monitor trends, track actions and maintain real-time oversight of quality and risk and supported a proactive and responsive approach to governance.

There was strong and visible leadership presence. The operations support manager and regional director visited the home regularly and offered oversight and support. This regular engagement ensured accountability and supported continuous improvement across the service. One staff member said, “The regional managers come around and make sure everyone is happy.”

Staff described an open-door culture where they felt comfortable raising both professional and personal matters. Managers promoted openness and transparency. The regional director told us, “We breed into our managers about being open and transparent.”

The provider demonstrated an exceptional commitment to working in partnership with others to deliver high-quality, person-centred care.

Strong, highly effective partnerships with health and social care professionals were embedded across the service and consistently supported positive outcomes and continuity of care. Professionals spoke very positively about the collaborative approach taken by the service. One professional told us, “They've had a change in their management and senior care staff over the past few years, and it has made a huge difference…I interact mostly with [name of registered manager] who has been excellent and [name of staff member] who clearly cares very much for their residents.” Another professional highlighted, “Communication between the home and community healthcare professionals is excellent, which helps to ensure continuity of care and positive outcomes for residents.”

Partnership working extended beyond traditional healthcare relationships. The provider built connections with community organisations, including the local nursery, churches and social groups and enabled people to remain active and connected within their community.

This was reflected in feedback from community partners. A member of staff from the local nursery whose children visited the home stated, “The visits create a warm, inclusive atmosphere filled with smiles, laughter, and genuine engagement, strengthening community links between the nursery and care home. The success of these sessions has been incredibly rewarding for everyone involved.”

The provider demonstrated a clear commitment to continuous learning and improvement. Lessons learned from incidents, feedback and day-to-day practice were regularly monitored, analysed and used to drive improvements within the service.

Learning was actively shared with staff through team meetings, “flash” meetings and individual supervisions which supported staff to reflect on their practice and develop their skills. This created a culture where staff felt confident to learn and continuously improve.Designated champion roles further supported this learning culture. The registered manager told us, “Each champion takes additional responsibility within their specialist area, supporting colleagues, monitoring standards, and helping to drive continuous improvement across the service. This has a positive impact on both residents and relatives by improving safety, communication, dignity, and overall quality of care.”