Halmer Court

The following is CQC's published account of its assessment, published 12 January 2026. References to “we” mean CQC. It describes findings at that time.

Halmer Court is a care home that supports adults of all ages, including those with dementia or physical disabilities. The service is registered to accommodate up to 66 people. At the time of our assessment there were 35 people living at the service.

The provider was previously in breach of the legal regulation in relation to Safe care and treatment, Safeguarding and governance. This assessment was completed to check if the provider had made improvements. Improvements were found at this assessment and the provider was no longer in breach of these regulations. However, more time was needed to ensure that the changes were embedded into the care provided.

The assessment took place between 17 October 2025 and 9 October 2025. We visited Halmer Court on 17 September and 23 September 2025. This was a comprehensive inspection, we looked at all five key questions of safe, effective, caring, responsive and well led.

Halmer Court has undergone a period of transition, with a new manager bringing a fresh and positive approach following a time of instability. Staff described a noticeable improvement in morale and leadership, and there were early signs of a more collaborative and inclusive culture developing across the home.

People living at Halmer Court generally felt safe and well cared for, and staff were described as kind and respectful. There were examples of good practice, such as effective use of clinical tools to monitor health, strong links with external professionals, and meaningful activities that supported wellbeing. The home had begun to strengthen its community connections, including intergenerational visits and dementia-focused sessions.

However, several areas still required improvement. Risk management was inconsistent, and environmental safety issues were identified during the inspection. Infection control and medicines oversight needed strengthening, and staff supervisions were not always up to date. Care planning lacked clarity and did not consistently reflect people’s individual preferences or aspirations, which impacted the delivery of truly person-centred care.

Leadership had improved at the local level, but provider oversight had not previously driven the necessary changes. Many of the positive developments were initiated by the new manager, rather than resulting from structured support or governance systems already in place. While staff felt empowered to speak up and contribute ideas, systems for learning and improvement were not yet fully embedded.

Overall, Halmer Court is on a journey of improvement. The foundations for better care were being laid, but sustained progress will depend on continued leadership stability, stronger governance, and a more consistent focus on safety, dignity, and personalised care.