Windle Court

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided,in partnership with people, how to respond to any relevant changes in people’s needs.

People received care that was tailored to the individual needs, preferences, and personal circumstances. Care plans were detailed and reflected health conditions, dietary requirements, cultural preferences, and personal routines. Staff demonstrated awareness of peoples’ likes and dislikes, offering alternatives when needed. One person told us, “I don’t like fish on Fridays,and they always offer me something different – sausage or ham.” Another said, “I am lucky, I am independent, and the staff encourage me to be independent – it’s good for my confidence.”

Feedback confirmed staff knew people well and treated them with dignity and respect. Relatives described staff as “wonderful” and “very caring,” noting that personal items and hobbies were accommodated, such as installing shelves for a doll collection. People were supported to maintain routines and personal choices,including when to get up, where to spend time, and participation in activities. For example, one relative said, “They get[person]up every day into their wheelchair and take them to the lounge—[person]enjoys the activities.”

Activities were varied and included armchair exercises, gardening, and film afternoons, with staff encouraging participation while respecting individual preferences. People who preferred quiet time were supported to do so, while others enjoyed group sessions and outings.

The service worked closely with healthcare professionals, including GPs, district nurses, and speech and language teams (SALT), to ensure care plans were updated promptly when needs changed.

While most feedback was positive, some relatives raised concerns about communication and consistency in encouraging activities, noting staff were sometimes “stretched” and “rushed off their feet.” The provider has taken steps to address these issues through meetings, surveys, and action plans had been developed.

Following our assessment the registered manager forwarded a clear standard operating procedure (SOP) around communication which required staff to inform families promptly of any health or care issues, confirm preferred communication methods, and provide follow-up updates within 48–72 hours. Managers moving forward will be monitoring compliance to ensure closure and outcomes are communicated, promoting transparency and reassurance for families.

Overall, care was responsive, respectful, and aligned with what mattered most to each person, creating a culture where individuality and autonomy were prioritised.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Care at Windle Court was well-coordinated and delivered in a way that supported continuity and integration across services. People benefited from strong partnerships with healthcare professionals,including GPs, district nurses, chiropodists, and specialist teams such as speech and language therapists (SALT) and tissue viability. Weekly GP ward rounds and regular visits from chiropody and opticians ensured timely interventions and monitoring of health needs. Staff were proactive in making referrals for dietitians and physiotherapists when required, and records showed clear communication with external professionals to maintain consistent care.

Professional feedback confirmed collaboration was effective and communication was clear. An external professional who visits the service regularly told us, “I feel the service is managed very well. The team is organised, professional, and caring…[registered manager] and the management team always make sure that I'm kept well informed of the people’s wellbeing and any change in their health condition that may affect my treatment.” Another healthcare professional commented, “I always speak with the management team on arrival and then a care team leader assists with ward rounds on each unit. Staff are caring and kind, and if anyone is unsure, they ask colleagues for assistance to ensure the best care.”

People and relatives told us staff arranged hospital appointments and transport when needed, and ensured medication was provided for external visits. This demonstrated a commitment to seamless care transitions. However, some relatives reported occasional communication gaps regarding appointment changes, which the provider is addressing through improved processes and a standard operating procedure for family communication and follow-up.

Overall, care provision was person-centred, integrated, and responsive to changing needs, supported by strong professional relationships and systems that promoted continuity and safety.

The service worked hard to keep people, families, and professionals informed. The manager understood the Accessible Information Standard and ensured documents like complaints policies can be provided in large print or Braille if needed. People’s preferred communication methods were recorded during admission so updates could be given in the way that suited them best.

Information is shared through newsletters, activity planners, and “You Said, We Did” boards, and professionals praised the home for clear and effective communication. While some relatives wanted more proactive updates, the service was already taking steps to improve this,including extra staff during busy times and dedicated discussions at relatives’ meetings.

The registered manager was committed to strengthening and improving communications, with systems in place to keep families informed and involved in care decisions.

The service valued feedback and actively involved people and their families in decisions about care. Systems such as relatives’ meetings, suggestion boxes, and “You Said, We Did” boards were used to capture views and show actions taken. The registered manager explained, “When concerns are raised, we identify why it happened, put measures in place, and share learning with staff and families.” For example, when a relative raised a continence care concern, an incontinence check was added to the system, and the family were updated on the changes.

Relatives told us staff were approachable and caring. One said, “The staff are wonderful – they always make me feel welcome,” and another commented, “They do their very best and respond quickly when I raise something.” Professionals also praised communication, describing it as “clear and effective,” and said they were kept informed about people’s wellbeing and any changes that might affect treatment.

Windle Court goes beyond formal feedback systems by creating meaningful roles for people. A case study highlighted how a person following bereavement, was supported to become Windle Court’s Resident Ambassador. This role included welcoming new people into the service, sitting on interview panels, sharing views at meetings, and providing feedback to management. The person said, “It’s a privilege to think that I am held in such high esteem… What I enjoy most is the fact I am wanted and able to help where I can.”

Some families wanted more proactive updates, the registered manager had acted on this feedback and was committed to improving communication and engagement, with clear systems and innovative approaches which made people feel listened to, valued, and involved in decisions about their care.

The provider made sure people could access the care,support and treatment they needed when they needed it.

The service promoted fairness and inclusion by making reasonable adjustments to ensure everyone could access care and activities.Staff arranged escorts for hospital appointments when families were unable to attend and adapted communication formats to meet preferences. A care team leaders aid, “If family are unable to attend appointments, wherever possible we will send staff to ensure equitable access.”
Relatives told us staff worked hard to involve people and respect their choices, and professionals praised the home for its supportive approach. The Resident Ambassador role further demonstrated the home’s commitment to inclusion, giving people a sense of purpose and a platform to share views.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care,support and treatment in response to this. The service promoted fairness and strived to ensure all people experienced positive outcomes regardless of their needs or circumstances.

Relatives shared positive experiences of inclusive care. One said, “[Person] is very well looked after at Windle Court. They are kept clean and presentable. The staff are very encouraging and patient with [person], which is difficult as they have advanced dementia.”

The Resident Ambassador role was aimed to provide purpose and strengthen engagement. The person said,“Residents come to my room to chat, and I help where I can. I enjoy being involved in meetings and giving my opinion.” This role ensured people’s voices influenced decisions.

Overall, the service demonstrated a strong commitment to equity by listening to feedback,making adjustments, and creating opportunities for people to participate fully in home life, leading to positive experiences and outcomes for all.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future,including at the end of their life.

The service supported people to plan for important life changes,including end-of-life care,in a sensitive and person-centred way. People’s wishes were documented clearly using end-of-life planning forms, and staff ensured these were respected. Records identified a positive and sensitive approach to end-of-life discussions and demonstrated proactive planning and monitoring respecting people’s cultural and religious needs.

Families were involved in these discussions, and arrangements were made for them to stay close during this time. Volunteers also provided spiritual support when family could not be present, offering prayers and companionship. The home liaised with local clergy and organised church services to meet spiritual preferences.

Staff upheld dignity at the end of life by lining up to pay respects when a person left the home, sending condolence cards, and attending funerals where possible. A relative told us, “Even when my wife passed away, everyone was so supportive and checked on me to make sure I was okay. It also meant the world to me that the management team took time away from their busy day to come to my wife’s funeral.”

These actions showed a strong commitment to planning for the future in a way that respected individuality, promoted dignity, and provided emotional and spiritual support for people and their families.