Windle 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

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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.

Windle Court demonstrated a clear and shared vision which promoted collaboration, open communication, and continuous improvement. Staff consistently reported feeling listened to and supported, with regular team meetings, handovers, and forums for people and relatives to share feedback. Leaders were described as visible, approachable, and compassionate, fostering a culture where staff felt safe to speak up without fear of reprisal. There was strong evidence of inclusive practices, respect for diversity, and commitment to person-centred care, ensuring people’s preferences and protected characteristics were upheld.

The service actively encouraged learning and improvement, using feedback from staff,people, and families to inform changes. Examples include adjustments to routines, menus, and activities based on suggestions. Staff described the leadership as capable and proactive, with managers providing hands-on support during busy periods and promoting teamwork. Governance structures were in place to maintain quality and sustainability, and there is evidence of partnership with the community through outings and cultural activities.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge,experience and credibility to lead effectively. They did so with integrity,openness and honesty.

Leaders at Windle Court demonstrated strong capability and a commitment to compassionate,inclusive practice. The registered manager and senior team were described as engaged,accessible and supportive,maintaining an open-door policy and interacting regularly with staff and people. Staff consistently reported that managers lead by example, provide hands-on support during busy periods, and fostered a culture of respect and teamwork. Leaders actively promoted professional development, with clear evidence of staff progression from care roles to senior positions, supported through training and qualifications. Poor performance was addressed promptly and fairly, following correct processes. Additional support was offered to staff experiencing personal challenges,including flexible working arrangements and access to employee assistance programmes.

This approach ensured leadership at all levels inspired confidence, promoted a positive culture, and consistently drove improvements in care quality and staff experience, creating an environment where people felt valued, respected, and safe.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they felt safe and supported to raise concerns. They understood what Freedom to Speak Up meant and described leaders as approachable and responsive. Staff said issues were listened to and acted upon, and improvements were shared during meetings. We saw examples where feedback led to changes, such as updates to medicine audits and care practices. While some actions still require ongoing monitoring, the service demonstrated a strong commitment to openness, learning, and continuous improvement.

The provider promoted a culture of fairness and respect where staff felt valued and treated equitably. There were no concerns raised about discrimination, and staff confirmed they had equal access to training, supervision, and opportunities for progression. Leaders demonstrated commitment to inclusion by recognising individual needs and making reasonable adjustments, such as flexible working arrangements and cultural considerations. The service celebrated diversity and encouraged cultural awareness, helping to create a positive and supportive environment for staff and people alike.

This inclusive approach ensured staff felt safe, respected, and empowered to deliver high-quality, person-centred care.

Windle Court had robust governance arrangements that underpinned safe and effective care. The registered manager and deputy maintained clear accountability through structured audits, risk registers, and a comprehensive development plan. Monthly audits covered medicines,infection control, health and safety, and care plans, with actions tracked and reviewed in staff meetings. Lessons learned from incidents and complaints were documented and shared, demonstrating a commitment to transparency and continuous improvement.

Leadership fostered open communication through regular staff meetings, flash updates, and an open-door policy. Staff confirmed they felt supported and able to raise concerns, with safeguarding and whistleblowing processes clearly displayed. Workforce sustainability was promoted through training and career progression, with several staff progressing from carer roles to senior positions. The home had successfully eliminated agency use for over 18 months by improving recruitment and retention strategies, ensuring continuity of care.

Environmental sustainability was promoted through initiatives such as energy-saving checks and the appointment of a ‘green champion’ responsible for encouraging eco-friendly practices within the service.

Governance systems ensured compliance with regulatory requirements, including DoLS monitoring, medication protocols, and health and safety standards. As the registered manager explained:“I lead by example on the floor… I have supported three deputies to manage their own homes. I believe in peer support and would never hold any staff member back.”

Windle Court’s governance and leadership systems provided strong oversight and fostered a culture of accountability and improvement. These practices ensured the service remained safe, well-managed, and sustainable, delivering care that met regulatory standards and people’s needs.

Windle Court demonstrated strong partnership and community engagement. Feedback from visiting professionals confirmed the service maintained clear,timely, and effective communication with external partners. Management and staff were approachable, responsive, and committed to collaborative working. Professionals reported being kept well-informed about people’s wellbeing and any changes in health, supporting continuity of care and positive outcomes.

The service fostered a culture of respect and professionalism, ensuring external partners felt valued and supported in their roles. This collaborative approach enhanced the quality of care and strengthened community relationships, reflecting well on the overall management and ethos of the home. As one professional stated:“I feel the service is managed very well. The team is organised, professional, and caring, which reflects positively on the overall atmosphere of the home.”

Windle Court demonstrated a clear commitment to continuous learning and improvement. Leaders have embedded systems to review incidents, complaints, and safeguarding concerns, ensuring lessons were learned and shared across the team. For example, following a challenging admission where needs differed from the pre-assessment, the service implemented a 72-hour observation process for all new people and strengthened communication with families and staff. This proactive approach reflected a culture of openness and accountability.

The home actively sought feedback from people, relatives, and professionals through surveys and regular meetings, with outcomes displayed on the“You Said, We Did”board. Actions taken included introducing new menu options, enhancing activity programs, and improving communication processes.

Windle Court also participated in sector-wide improvement programs, such as PROSPER, (Promoting safer provision of care for elderly residents) to monitor and reduce falls, pressure ulcers, and hospital admissions. Governance systems,including monthly audits and service improvement plans, supported continuous monitoring and drove quality improvements. Leaders maintained strong partnerships with healthcare professionals, ensuring best practice is applied in areas such as medication management, end-of-life care, and infection control. A member of staff said, “We focus on making Windle Court a great place to live by learning from every experience and acting on feedback to improve outcomes for people.”