Collingwood Court

The following is CQC's published account of its assessment, published 23 June 2026. References to “we” mean CQC. It describes findings at that time.

The assessment was carried out between 7 May and 1 June 2026. We undertook 3 visits to the home on the 7, 14 and 21 May 2026 and reviewed information that the registered manager sent us electronically following our visits.

Collingwood Court is a care home which provides accommodation and personal care to a maximum of 63 older people, including people living with dementia. At the time of our assessment there were 63 people living at the home.

The home is registered under 2 providers, Care UK Care Services Limited and Care UK Community Partnership Ltd. We inspected Collingwood Court in August 2024, however, due to a technical error, the report was only published under Care UK Community Partnership Ltd. Please refer to our website for that report.

As a result, this is the first assessment we have carried out for Care UK Care Services Limited and this report relates specifically to the service registered under this provider.

The provider was outstanding at involving people in their care and treating people with compassion, respect and warmth. Care was highly personalised and staff used a detailed understanding of each person’s history, interests, preferences and faith to shape daily routines, activities and overall wellbeing. This resulted in people experiencing care that reflected what mattered most to them.

The service demonstrated a clear and inclusive culture which was underpinned by a strong shared vision. The home’s mission, “First and foremost a home where individuals come to regain community and feel a sense of love and dignity” was clearly understood by staff and reflected in everyday practice. A health professional told us, “The staff are always cheerful, welcoming, and approachable. Their positive attitude helps create a happy atmosphere within the home and provides reassurance to both residents and families.”

Leadership within the service was a key strength. The registered manager was highly visible, approachable and actively involved in the day-to-day running of the home. They led by example and modelled exceptional kindness, person-centred values and fostered a positive and inclusive culture. People, relatives, health and social care professionals, community partners and staff spoke overwhelmingly positively about the registered manager, who was described as making a significant positive difference to the home.

There was a strong and well-established commitment to partnership working. Managers and staff worked closely with a wide range of health and social care professionals and community partners to ensure people received coordinated, responsive and seamless care. Professionals consistently described the service as proactive, well organised and highly effective, with excellent communication that supported positive outcomes for people.

Staff felt well supported and valued and this was reflected in a motivated and cohesive workforce. A strong emphasis was placed on staff development, with opportunities for training, mentoring and career progression. This inclusive approach enabled staff to develop their skills and confidence and contributed to a stable and capable team committed to high-quality care.

Medicines were generally well managed, with minor recording issues promptly addressed. Staffing levels were monitored using a dependency-based approach and although feedback about staffing levels was mixed, we observed sufficient staff available to meet people’s needs during our visits. A whole-home approach to care was evident, with all staff working together to support people. There were no safeguarding concerns identified.

The environment was clean and well maintained. Some limitations around space and storage were identified, including occasional use of communal areas for staff training. The registered manager was aware of this and was actively exploring ways to address these challenges. This included involving people in elements of staff training sessions, where appropriate, so they could remain in the lounge, feel included, and benefit from engaging and interesting activities, rather than needing to move elsewhere.

Governance arrangements were effective and supported continuous oversight and improvement. Audits and checks were carried out regularly and an electronic system provided a clear, real-time dashboard of performance across the home. This enabled managers to monitor trends, manage risks and take timely action.