Windy Ridge Care Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question outstanding. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 82 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager was promoting an open and inclusive culture within the service. They carried out walkabouts to check what was happening in the home and had an open-door policy for people who lived there, visitors and staff. Throughout the inspection we observed a culture of teamwork and that staff had time to engage with people. A relative commented on how staff cared for people's family visitors as well. They said, "It takes a village to care for someone with dementia, and this is it. Amazing staff".

Staff received supervision and appraisals and said they felt well supported by management. A member of staff told us the registered manager had been very supportive when they had a personal issue. They said, "I love the atmosphere here" and "We look after the residents, that's the first thing". Other staff commented that the provider instilled values in staff such as ensuring people feel like they are in their own home. Staff meetings were used to promote person-centred care.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff told us the registered manager and regional manager “Have the qualifications and 'what it takes' to lead. They lead by example.” Staff said that managers had “Good communication skills with staff and residents. Always focused on improving the service…making sure people are comfortable and staff feel supported.”

Another member of staff told us, “The (registered) manager is great, always on top of things, also making sure responses are received from external agencies. (They are) always open to staff suggestions or raising any issues. Staff are able to express themselves, there are no secrets. (Registered manager) is transparent and leads the team really well.” The member of staff also commented, “I have stayed here this long because of the quality of care. I would be happy to have my own parents live here.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

There were systems and processes in place to encourage and respond to feedback from people using the service, staff and external stakeholders. The registered manager and staff promoted an atmosphere where people felt able to speak up. A relative commented, “I like (registered manager). I feel I can talk to her about anything.” Another relative said, “We have a good rapport with (senior care staff). I always feel I can chat to him about things.”

Staff were confident about expressing themselves and raising any concerns to the management team. Team meetings were used to share ideas and suggestions as well as learning from any concerns or incidents.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The service had a multi-cultural staff team and staff confirmed there was a good teamwork ethos and supportive managers. The registered manager promoted fairness and inclusivity within the home, in line with the provider’s policies. For example, the registered manager reported they made necessary adjustments for any staff member to support their cultural or religious belief, such as allowing staff to have a break to pray at specific times of the day and time off for fasting.

The registered manager promoted the celebration of special occasions including Christmas and Diwali for example. Team building days were held when staff shared different cultural foods and learned about each other’s cultures. There was also a ‘high flyer’ award voucher for staff, which was awarded with residents and their family members present.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Regular audits of the quality and safety of the service took place and were recorded, such as audits of medicines, nutrition and weight checks, contractures and pressure wound monitoring. The registered manager maintained a record of actions taken in relation to audits, incidents, and feedback from people using the service or others acting on their behalf.

There was a system of reviews that included each person living at the service having a turn at being ‘resident of the day’, a person-centred approach which involved them in reviewing all aspects of their care and support. There were also regular catering and dining experience audits by the provider.

Staff understood their roles and responsibilities and there were clear lines of accountability. Staff also took on various ‘champion’ roles promoting aspects of care, for example moving and handling, dementia care, nutrition hydration, First Aid, and others. The registered manager told us they were proud of the way the staff team got involved with ideas for service improvements, for example suggestions for activities.

We received positive comments from health professionals who provided feedback. One health professional said, “From my experience the home is well led, and resident's needs are placed at the forefront.”

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Records showed the service worked closely with external health and social care agencies. We received positive feedback from 2 visiting health professionals. Following the inspection, the registered manager sent us an update regarding a recent safeguarding investigation, which stated an external agency had reported a positive change in communication and practice, and an improved professional relationship between the services.

The service used feedback to drive improvements and promote high quality care. The provider carried out an annual survey of the views of people’s relatives and friends. We saw the surveys, responses and action plans for 2023 and 2024, which showed positive responses overall. The registered manager sent a quarterly newsletter to people and their relatives with updates about the home.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider had plans for ongoing improvements of the environment, which included new space for visitors and activities. The provider had also introduced technological improvements to the home. For example, there was a ‘magic table’, which has a touch screen and can be used for interactive activities such as colouring, playing music, board games and puzzles. Daily menus were displayed on a TV screen, making it easier for people to make meal choices. The providers responses to the residents survey were also displayed digitally so that people and their visitors could see what actions were taken as a result of their feedback.

We heard from the registered manager and staff and saw records of plans and actions to integrate the service more with the local community.

The service had systems in place to report, investigate and learn from incidents and accidents. Investigations were undertaken following incidents and appropriate actions were taken in response. In-house clinical governance meetings took place to discuss clinical issues and agree any actions and learning.