Windmill Court

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

There were plans in place to strengthen the management team and develop the skills of senior staff. There was a robust system to audit various aspects of the service at regular intervals. Areas for improvement were identified and action plans generated.

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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

There was a whistle blowing policy in place and a whistle blowing hot line was available to staff. The whistle blowing information was displayed in the staff room.

Systems were in place to provide staff with an opportunity to voice any concerns they might have. A member of the providers human resource department visited regularly and held confidential one to one meetings with staff.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

At the time of the site visit there was no deputy manager in post. The manager told us they were actively recruiting for this position. In addition, a new role of clinical service manager had been created. Once this post was filled, they would work alternate weekends to the deputy manager ensuring there was always managerial cover throughout the week. Senior care staff were receiving further training to enable them to provide support to nurses. The manager told us they were well supported by the organisation.

Care plans were kept securely in the nurses office which was locked when not in use. The last CQC inspection report was displayed. Notifications had been submitted to CQC as required. There was a robust system in place to audit various aspects of the service according to a schedule. This was overseen by head office. Following an audit, action plans were generated which helped drive improvements. Monthly reports provided an overview of any significant incidents and highlighted patterns and trends. However, these audits had not identified some gaps and/or shortcomings in monitoring records.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.