Windle Court

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness,dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good.This meant people were supported and treated with dignity and respect; and involved as partners in their 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 provider always treated people with kindness,empathy and compassion and in how they respected people’s privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We observed warm, natural interactions that reflected genuine care and affection. For example, one person greeted a staff member with a hug and described them as their “adopted daughter,” showing the depth of trust and connection. A relative told us, “We feel very happy, [person] is warm,safe and cared for… The care is fantastic… The staff are very kind and will often give [person] a cuddle. I am always made to feel welcome.”

Feedback from external professionals reinforced this view,stating, “Staff are very caring, they all know their residents very well and show compassion” and “Staff treat residents with kindness, respect, and genuine compassion. I have witnessed many moments where staff go above and beyond to make residents feel valued and comfortable. They always create a very friendly atmosphere which reassures the residents.”

Staff respected data protection laws and maintained people’s privacy and dignity at all times. During personal care,staff ensured doors were closed and people were appropriately covered to protect their dignity.

This culture of kindness extended to colleagues from other organisations, who were treated with courtesy and respect.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received highly personalised care that reflected their individual needs, preferences, and backgrounds.Staff demonstrated a strong commitment to person-centred care, ensuring each person’s strengths, abilities, and aspirations were respected. Care plans were detailed and regularly reviewed, capturing personal choices, cultural and religious needs, and lifestyle preferences. For example, one care plan included specific protocols for end-of-life care in line with their faith ensuring dignity and respect for religious beliefs.

People and relatives consistently told us staff went above and beyond to tailor care. One person said, “My family honestly could not have picked a better place. I love the staff—they are all saints. The atmosphere here is lovely. Another relative commented, “The staff know [person] so well. They even spotted moles on [person’s] neck and arranged for them to go to hospital. They pick up concerns very quickly and always notify me.”

The provider also demonstrated inclusivity and respect for diversity. Staff were trained inequality and diversity and supported people with protected characteristics,including LGBTQ+people and those with specific cultural or religious needs.

This strong focus on individuality created a culture where people felt safe, respected, and empowered to live as they choose.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to make choices and maintain independence in ways that mattered to them. Staff consistently placed people at the centre of decision-making, ensuring care plans reflected personal preferences, cultural needs, and aspirations. People told us they felt empowered and respected, with one person saying, “I can choose when I go to bed—I like to stay up a bit later, and staff always respect that.” One person spoke about what was important to them including going to church and getting out of the four walls, and later confirmed, “All sorted for tomorrow as I am off to church, will be nice to be out and about.”

Staff were proactive in promoting independence and choice. We observed staff offering visual show plates at mealtimes and encouraging people to make decisions about where they wanted to spend their day. Activities were varied and adapted to individual interests,including gardening, quizzes, and personalised outings. People told us they felt listened to and valued, with one saying, “It’s not like a care home—it’s like living in a holiday home.”

Care plans demonstrated a strong commitment to independence and dignity. For example, one person’s plan included detailed guidance on supporting mobility and personal routines, while respecting their wishes about clothing and lifestyle. Staff were trained in the Mental Capacity Act and understood the importance of consent, ensuring decisions were made in the person’s best interests when required.

The provider also promoted inclusion and equality, supporting people with diverse backgrounds and protected characteristics. Religious and cultural needs were met, and staff worked with families and professionals to adapt care where necessary. This proactive approach ensured people retained control over their lives and experienced care that was truly person-centred.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs int he moment and acted to minimise any discomfort,concern or distress.

We observed staff anticipating needs and acting quickly to minimise distress. For example, during a lounge observation, a person became visibly upset; a staff member immediately approached, spoke kindly, and offered reassurance, which transformed the atmosphere and improved the person’s mood. Another carer explained each step during a hoist transfer from their wheelchair to their armchair, ensuring the person felt safe and involved.

People and relatives told us staff were attentive and proactive. One person said,“If I need anything, they are there straight away. I feel safe and cared for.” A relative commented, “Any issues, they are on it. When[person]had an upset stomach,staff sorted it immediately.”

We saw staff offering choices at mealtimes using show plates and supporting people to wash their hands before eating. Drinks were refreshed regularly, and staff encouraged hydration throughout the day. Staff demonstrated sensitivity when responding to personal care needs, using blankets during hoisting and explaining what was happening to maintain dignity.

This consistent, person-centred approach ensured people’s comfort and wellbeing were prioritised, creating a culture where immediate needs were met with empathy and respect.

The provider demonstrated a commitment to staff wellbeing and professional development, enabling them to deliver person-centred care.

Staff confirmed they received regular supervision and support, and records showed an up-to-date supervision and appraisal matrix. The home promoted open communication through monthly staff meetings, flash meetings, and a manager surgery for staff to raise concerns or suggestions. Staff told us the manager operated an open-door policy, which helped them feel listened to and valued.

Training and development opportunities were evident,including mandatory training, medication competency checks, and access to qualifications such as NVQ Level 3 and 4. Specialist roles, such as Champions for manual handling, end-of-life care, and medication, were displayed on the Champion Board, promoting staff confidence and expertise. Staff were encouraged to share ideas for improvement, and outcomes were displayed on the “You Said, We Did” board, fostering a culture of inclusion and continuous improvement.

However, historical concerns raised through complaints and whistleblowing indicated some staff previously experienced issues with break times, workload, and perceived inequity in treatment. The provider has taken steps to address these concerns through clearer communication, recognition initiatives such as “Employee of the Month,” and staff appreciation events. While improvements have been made, ongoing monitoring is essential to ensure all staff feel supported and treated fairly.