Windle Court

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care,treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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’s care and treatment was effective by assessing and reviewing their health, care,wellbeing and communication needs with them.

Managers assessed people’s needs and preferences before they moved into the service and used this information to create personalised care plans. These plans were reviewed regularly and updated when needed. People and their relatives were actively involved in assessments and care planning. Staff also met with people each month to discuss their needs and check if they wanted any changes, ensuring care remained responsive and aligned with their wishes.

The provider planned and delivered care and treatment with people, considering what mattered most to them. Mealtime observations showed care was person-centred and dignified. People were offered appetising choices, supported safely where needed, and encouraged to make decisions using visual aids such as show plates. Staff interacted warmly, promoted independence, and respected preferences. People spoke positively about the quality and availability of food,snacks and drinks. Comments included,“Food is lovely, look at this so tasty”,“The quality of food is very good; there is a choice. If I do not like either[name] of chef will make me an omelette.” And “I can get my own tea and coffee and toast when I want it.”

Catering appeared well organised and tailored to individual needs,including cultural preferences, allergies, and specialist diets. Menus were varied, nutritionally balanced, and informed by people’s feedback. Food was freshly prepared daily, with attention to presentation and portion size. The kitchen was clean and maintained to a high standard, reflected in its recent food hygiene rating of 5. The chef demonstrated strong knowledge of dietary requirements and worked closely with care staff and families to ensure people received appropriate support.

We observed corridors on Sunflower lacked clear signage and visual cues, making navigation difficult for people living with dementia. In response, the registered manager introduced dementia-friendly improvements,including tactile sensory boards for stimulation, themed areas such as a Train Corner for reminiscence, and personalised spaces like a garden and football-themed displays to reflect people’s interests. An art display displaying people’s own work, previously exhibited in local galleries, helped maintain identity and pride. Additional actions included clearer signage for wayfinding, accessible activity information, and plans to increase weekend engagement. These changes were co-created with people and followed best practice, creating an environment that supported choice,independence, and wellbeing.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff worked collaboratively and shared information effectively. Key staff held daily flash meetings to review the service and discuss people’s needs, ensuring important updates were communicated to all team members. Accurate and detailed care notes supported continuity of care.

Regular team meetings promoted good communication and teamwork, and staff told us they felt well informed and supported.Staff also worked closely with external professionals and colleagues across the organisation to ensure people’s needs were identified and met promptly.

Feedback from an external professional highlighted strong communication and collaboration, “The management and team's communication are always clear and effective. I am kept informed and feel that staff are approachable and willing to answer questions or provide updates whenever needed. [Name] of registered manager and the management always make sure that I'm kept well informed of the resident's wellbeing and any change in their health condition which may affect their treatment.”

The provider supported people to manage their health and wellbeing to maximise their independence,choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff supported people to maintain and improve their health by helping them access healthcare professionals when needed. The service made timely referrals to relevant health and social care services as people’s needs changed and acted promptly on any recommendations to ensure care remained effective and responsive.

People told us staff contacted the GP for advice if they were unwell and supported them to attend healthcare appointments. Comments included, “We have the doctor, chiropodist and even the dentist come into see us now” and “The staff are helpful when I need the GP or anything else. The GP visits here, when I was not well the GP came the same day and got my antibiotics the same day.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they met both clinical expectations and the expectations of people themselves.

There was good oversight of people’s needs. Daily flash meetings were held which allowed staff to share key information and review any incidents that had occurred, and we saw referrals had been made for people who required additional clinical support, such as the local hospice, the mental health team and speech and language therapy (SALT). The service’s oversight of falls,wounds and people’s weights were being monitored effectively and analysed to identify any themes and trends for action to be taken. However, we received mixed feedback from relatives with regards to being kept updated about their loved one’s medical conditions. They told us, “The communication’s there is just not good. [Person] had a fungal infection on their toe, I have mentioned it to them but heard nothing.” Another relative said, “I am contacted if there are any issues with [relative’s] health. I know the doctor visits and that any issues would be addressed. I have no complaints.”

The provider informed people about their rights regarding consent and respected these when delivering person-centred care and treatment.

The Mental Capacity Act 2005 (MCA) sets out the legal framework for decisions made on behalf of people who may lack capacity. It requires that, wherever possible, people make their own decisions and receive support to do so. When they cannot, decisions must be in their best interests and as least restrictive as possible.

Capacity and consent were carefully considered, and people or those legally authorised, were actively involved in planning, managing, and reviewing care.

Care plans documented consent clearly. Where people lacked capacity, mental capacity assessments and best interest decisions were completed in line with legal requirements. During our visit, we consistently observed staff seeking consent before providing care, administering medicines, and supporting people at mealtimes.

Staff received regular MCA training and demonstrated strong understanding. One staff member explained,“For people who might need support to make decisions, we help make sure they are getting the best care and having their rights protected. If there are any difficult decisions we would ask the manager. We offer people choice and provide varieties of options like show plates for visual choices. I look in people’s care plans as well if they struggle to make a choice.”