Royal Windsor 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. This is the first assessment for this service. This key question has been rated 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 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 culture within the service was open, with evidence of ongoing work to support positive team working. Staff described a supportive environment where there was a focus on working together and supporting each other to deliver good care. Staff spoke positively about the support they received from senior staff and management. They told us leaders were approachable and available to provide guidance and support when needed, which helped them feel supported in their roles.

Leaders promoted a culture where staff felt able to raise concerns and seek support. An open-door approach encouraged communication and discussion within the team. There was a shared understanding of how care should be delivered, and staff demonstrated a commitment to providing person-centred care.

Leaders had the skills, knowledge and experience to lead the service effectively. They demonstrated a clear understanding of people’s needs and the priorities within the service, which supported informed decision making and oversight.

Leaders were visible within the service and maintained oversight of care delivery. This enabled them to remain aware of day-to-day practice and respond to issues as they arose.

There was a registered manager in post who understood their responsibilities and the requirements of the role. They were supported by the provider to deliver care in line with expected standards.

Staff felt able to speak up and raise concerns within the service. Leaders promoted an open and transparent approach, including an open-door policy, which supported staff to share concerns and seek guidance. Communication systems were in place, including meetings and day-to-day discussions, which provided staff with opportunities to raise issues, identify barriers and discuss people’s care and the service. This supported a culture where staff felt able to raise concerns and be listened to, with an open approach to discussion.

There was an inclusive approach to supporting staff within the service. Leaders considered individual circumstances and worked with staff to support different working arrangements where possible, including flexible hours and adjusted shifts. This approach supported staff to remain in their roles and contributed to a stable workforce.

Staff were treated fairly, with leaders taking a flexible and supportive approach that recognised individual needs and circumstances.

There were effective systems in place to monitor and review the quality of the service. A wide range of audits and checks were completed regularly, with clear analysis used to identify issues and areas for improvement.

Leaders maintained clear oversight of key areas of the service, enabling risks to be identified promptly and appropriate action to be taken. Where issues were identified, action plans were put in place and followed through, with progress monitored to ensure improvements were achieved.

Monitoring processes were embedded into daily and monthly routines, ensuring practice was regularly reviewed and actions were completed.

The service worked in partnership with the local community and other organisations to support people’s wellbeing. There were initiatives in place to build relationships with external services, including hosting ‘blue light’ breakfasts to engage with emergency services and strengthen working relationships. These relationships supported better understanding between services and enabled a more coordinated approach when required.

The service created opportunities to engage with the local community, including coffee mornings held within the home. This supported social interaction and helped people maintain links with others.

Leaders demonstrated an open approach to working with others and engaged with external partners to support people’s needs. This supported collaborative working and contributed to a more inclusive service.

The service demonstrated a commitment to learning and continuous improvement. Leaders were proactive in identifying areas for development and exploring ways to enhance the quality and safety of care. There was a focus on introducing improvements to support people more effectively. For example, leaders described plans to further develop the use of technology to monitor people’s needs and risks, which would support safer care.

Leaders were developing their dementia strategy, including making environmental changes within the service to better support people living with dementia. This showed a forward-thinking approach to improving people’s experience and wellbeing.

Learning was used to inform improvements within the service. Leaders and staff reflected on practice and identified opportunities to develop how care was delivered, which supported ongoing improvement.