Complete Care Windsor

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment, we rated this key question Good. At this assessment, the rating has remained Good.

This meant people’s outcomes were consistently good, and feedback from people and relatives supported this.

This service scored 75 (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 made sure people’s care and treatment were effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Managers completed initial support plans before people started using the service. People and relatives were involved in the assessments of their needs. One staff member told us, “We read the support plan before the first visit to understand people’s likes and dislikes. [Manager’s] call us afterwards to go through the information and make sure we are confident in meeting people’s needs”.

Managers told us they reassessed people’s needs after the first 6 weeks and every 6 months afterwards. One person told us, “The [manager] came first to assess what was required. I needed help to shower, and they looked at this to make sure I would be safe. We agreed 2 staff would come and help me at first, although things have improved and now only one person comes”.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

The care planning process included the use of appropriate assessment tools to identify risks and ensured care was provided in line with national guidance. Managers ensured that people’s nutrition and hydration needs were assessed. Care plans reflected people’s dietary requirements and preferences. People told us staff made sure they had the equipment they needed to maintain their independence.

Managers were motivated to deliver people’s care and treatment, focusing on what was important and mattered to them. They had introduced a new recording system for monitoring people’s care and were organising further training with staff to ensure a consistent approach in record keeping.

People and relatives were included in discussions and reviews around their care. One relative told us, “The carers are well trained and flexible in their approach to [person’s] care needs”.

Staff worked well across teams and services to support people. Systems were in place to support effective staff communication, including the timely sharing of changes to people’s needs.
Staff recorded daily interactions, including what happened at each visit. They told us the manager sometimes worked with them to deliver care and speak with people.
Where required, the provider worked with healthcare professionals to meet people’s needs. One professional said, “They engage appropriately with us to support the delivery of care and, where required, seek input to help ensure people’s needs are met”.
Managers worked in partnership with relatives when there were changes in people’s needs. One relative told us, “When [person] had a problem the staff contacted the district nurse, who was able to come out straight away. They let me know immediately what was happening and I was able to come as soon as possible.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. We found that care records included conversations on how people felt about their health and goals that would make them feel more satisfied.

Support plans included guidance from healthcare professionals as people attended appointments and health reviews. Staff received training and supported people to live healthier lives, and, where possible, reduce their future needs for care and support. They told us how they monitored people’s health and wellbeing when they visited, reporting any changes to managers. Staff gave examples of how they supported people with diabetes to manage their health and plan healthy meals.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent. Staff told us that people’s needs were often reviewed and information shared. One staff member told us, “I am able to read the care plan and make suggestions on what works. We share different techniques and approaches. [Managers] are willing to update care plans as we get to know people”.

Managers gave examples of when people’s needs had changed and they had worked with families and professionals to adjust the timing of visits and staffing levels to improve outcomes. One relative told us “[Person] now has full-time live-in care and extra carers when necessary. We are waiting for a social service assessment as her care needs increase”.

The provider told people about their rights around consent. Support plans included information about the level of support people needed to make decisions. These also highlighted when best interest decisions would need to be considered for people. Support plans confirmed if people had made advanced decisions about their care and support, including where these were located in people’s homes.

Staff understood that decisions must be made in people’s best interests and in the least restrictive way. They told us about the different communication methods they used to help people make decisions. Records showed people’s decisions were respected when staff delivered care and treatment.