Woodside Care Village

Summary of Findings: 
•    Woodside Care village is owned by WCS Care. This is a not-for-profit care provider with 13 homes across Warwickshire. People spoke highly of Ed Russell OBE, Chief Executive of WCS Care, for visiting other countries to see how care can be provided and then implementing innovative ideas in the UK. 
•    Woodside Care Village follows the Dutch De Hogeweyk model, which aims to deinstitutionalise care and enable people with severe dementia to live a normal life. 
•    The architecture and design contribute to the way people live at Woodside Care village. 
•    Twelve small households (5–7 residents) reflect typical family sizes.  Every household has its own lounge, dining area and kitchen, 
•    Outdoor balconies connect households in a continuous circular loop with no internal corridors and no dead ends, encouraging fresh air and social contact.
•    WCS Care has sent many of its staff to the Netherlands to experience the Dutch model of care. 
•    The Deafinitely Independent (DI) service moved into Woodside Care village six years ago and occupy two households that support Deaf residents with BSL-skilled staff. All WCS Care staff receive basic BSL training. 
•    Both Registered Managers (Lorraine and Mathew) are open, experienced, and focused on continuous improvement, with strong staff engagement and evidence-led change.
•    Residents and relatives describe care as excellent, person-centred, and delivered by well-trained, caring staff who know people well.
•    Every household has a kitchen. Residents can choose from 43 daily options via the Appetito system. Residents go to the shop to choose and get their food every day. The Deafinitely Independent community often cook for themselves. Families can bring food in and cook in the kitchen.
•    There are no cleaning staff for the households. Residents clean their own flats with help from care staff. Cleaning materials are available in the shop. 
•    A weekly village schedule lists household outings, choir, arts and crafts, music sessions, and films—all activities are open to all residents, not just the hosting household.
•    Two full-time musicians and a weekly choir contribute to the mood and engagement. Dementia care mapping, which involves observing behaviour and well-being, showed improved eating and an emotional uplift that lasted up to 3 days after music sessions.
•    Acoustic and/or monitoring (with consent) alerts staff if someone is up at night. Video activates with movement and never records. Staff report better sleep and fewer falls.
•    Biometric fingerprint access and a two door exit system allow residents and families the freedom to move around while remaining safe. 
•    This is not a nursing home but aims to provide a home for life, end-of-life care is delivered by trained staff with support from primary care and district nursing.
•    A mobile carer's bank provides cover across WCS Care homes. Staff value flexible shifts they can sign up to from home using the Book Jane app. 
•    WCS Care offer career progression, training, and well-being support. Many managers started as carer's, reflecting an embedded ‘grow-your-own’ approach.

During our visit we noticed several examples of practices that are highly valued by residents and staff:
•    The leadership and culture is open, evidence-led, with good staff and resident involvement.
•    Dutch village model: Circular balconies, small households, and family friendly spaces which support independence, fresh air, and social contact.
•    Skilled, engaging staff in the DI households who are well supported with effective leadership. Basic BSL training for all staff. 
•    Two musicians and a weekly choir; dementia care mapping demonstrating measurable benefits.
•    Staff development and retention: Internal progression, flexible shifts via Book Jane, school hours shifts available, bank staff cover, training and wellbeing support, and annual staff feedback.

Recommendations
We recommend the following improvements:

1.    Hospital communication pathway (Deaf residents) - We recommend that SWFT/ Warwick Hospital ensure reliable communication support for Deaf residents during hospital stays—either through funded Deafinitely Independent staff attendance or a guaranteed interpreter pathway that covers unscheduled needs and full day stays, not only booked appointments.
2.    Food variety and texture choice - In response to what some people told us, continue to review food availability to ensure firmer “solid” options are available. 
3.    Outdoor comfort year-round – in response to the feedback we heard, implement the plans (already in place) to add sheltered and heated outdoor areas so residents can comfortably meet the 90-minute fresh air aim in colder or windy weather and continue to enjoy this high-quality space. 
4.    Lifestyle Coach business case - Continue the trial and evaluation of a Lifestyle Coach to coordinate meaningful activity and community links, and support household staff.
5.    Quiet mode alarm testing - In response to feedback that some residents find the noise of alarm testing stressful, explore whether technology is available that allows routine alarm tests without loud sirens to reduce stress and disruption.
6.    Recognising BSL skills - Consider how BSL skills are recognised and rewarded, given interpreter shortages and the value of in-house expertise for daily communication.