Complete Care Windsor

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

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

This meant people’s needs were met through well‑organised care that was responsive to changes in people’s circumstances.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Managers worked with people to ensure they received appropriate care and included relatives in the process. People and relatives told us they were happy with the quality of care they received. One relative told us, “They meet all his care needs, and I know that if that changes, we can rely on them to review his care plan”. Support plans described the role of relatives and how their involvement supported people’s needs between staff visits.

Managers told us they reviewed people’s support plans, should they need further support from the service. One staff member told us, “We support people with their everyday life, such as collecting medication and food shopping. If they do want more support, we can arrange this”.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Managers completed a holistic initial assessment of people’s needs. Support plans included responsibilities undertaken by relatives, such as collecting and managing medicines. Staff kept daily records for people that included support provided.

Staff were provided with shadowing opportunities during their induction to understand people’s needs. One staff member told us, “When people start working with the service, they shadow us so they can understand how we communicate with people and our relationships. Sometimes we encourage new staff to sit and spend time with people during these visits to get to know them”.

People and relatives felt supported by a consistent team of staff. One relative told us, “[Person] has 3 regular carers who are flexible and meet her various care needs well. Communication is really good. They are so professional and responsive”.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Managers assessed people’s needs and how to support people in communicating their wishes and preferences. Staff told us how they adapted communication methods for people and ensured equipment was in good working order.

The provider had introduced a digital care records system which people and relatives could access. Managers told us that information was printed if people did not wish to access it online. One person told us, “I have a care plan in a folder, and I am aware the carer always puts all the information into it. I don’t have access to the [care record system] but that’s my choice. I know I could if I wanted to.”
Policies and procedures were designed to ensure people with disabilities or sensory loss could receive information in formats they could easily read and understand.

The provider encouraged people to give feedback, share ideas, or raise complaints about their care and support.
Managers had systems in place for people to share feedback, make suggestions and raise complaints about care and support. At the time of the assessment, managers had sent feedback questionnaires to people and were waiting for responses. One relative told us, “They do follow up by a questionnaire, my response is positive on all counts”.
People told us the manager listened and responded to their requests to make changes to aspects of their care. One person told us, “We initially started with a visit at 10:30 am, although after being in the hospital I spoke with [manager] and asked to change the time. The staff come earlier now, and this is much better for us”.
Managers had introduced a new digital care records system and gave examples of how they sought feedback from people on the assessment and review process to streamline this and ensure they gained all relevant information. This reflected a respectful approach to people’s time.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Managers and staff communicated with healthcare professionals when needed to oversee people’s needs. Managers understood when to make referrals to address any concerns. Relatives told us how the manager worked in partnership with other professionals to achieve positive outcomes.

Service user guides included contact information for the service, including out-of-hours. When required, people’s timing of visits had been changed to support them in attending hospital appointments. One relative told us, “My experience has been that the care staff and management are super responsive to any requests”.

Managers told us they shared responsibility for an on-call rota outside of office hours. Managers gave examples of when staff adapted to manage emergencies and ensure other people received support when they needed it.

Staff and leaders actively listened to and responded to information about people who were at risk of experiencing inequality in outcomes or experiences. Care, support and treatment were adjusted to meet people’s individual circumstances.

People were supported in a way that promoted equality and protected their rights. Staff gave examples of how they empowered people to make decisions about their care and acted as advocates when people had limited ability to express their views or lacked family support. One staff member told us, “Some situations are not ideal, especially for those without a voice or family to support them. We work with professionals to help people achieve the right outcomes.”

People were supported to plan for important life changes so they had time to make informed decisions about their future, including at the end of their life.

Managers told us they reviewed advance decisions during initial assessments to understand people’s wishes and preferences. They explained they approached these discussions sensitively and respected when people chose not to engage at that stage. Support plans included details of any advance decisions and where relevant documents were kept in people’s homes to ensure information was accessible when needed.