Archived: Windmill Lodge

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 requires improvement. At this assessment the rating has changed to 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 management team at Windmill Lodge made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People and relatives told us they were involved in agreeing their individual care needs. People and relatives told us they were kept up to date with any changes in their relative’s support.

Processes were in place to assess people’s needs where possible prior to admission to the home. Risk assessments and care plans were reviewed and regularly audited by the management team. Although care plans, we reviewed were person-centred and communicated people’s aims and choices, at times risk assessments did not fully reflect people’s needs. For example, one person had one to one care and the care plan stated male carers only. We found at times female support was provided. This was amended at the time of the visit.

The management team planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff were able to tell us how they supported people with their eating and drinking and promoted choice in their dietary needs.Staff knew people’s dietary needs and who required dignified support at mealtimes. Comments about the standard of food was good and included from people, “ We are fortunate to have good cooks and plenty of choice of meals.” Where appropriate, the management team made referrals to relevant health professionals to meet people’s individual health needs including any dietary needs. Training opportunities, any relevant updates to support people were shared with staff. One staff member said, “Food and hygiene training is a regular learning session here.”

The management team 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.

People’s care plans contained information about their health and care needs. This meant information was available and ready to share across the service so that people received consistent care. The management team explained they were in the process of updating all care plans to ensure the correct support and documentation was recorded. A staff member said, “The new manager is excellent, and we feel residents are no longer at risk and care records are much better.”

Windmill Lodge staff and management team supported people to manage their health and wellbeing to maximise their independence, choice and control. The service supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff were knowledgeable about people’s needs and conditions and provided appropriate support. For example, there were meal and food choices recorded to match individual people’s needs.Care plans we reviewed contained guidance and information on people’s scheduled appointments such as, dental and optician appointments if required. The management team had a close link with the local GP practice and staff were able to contact them directly for any immediate concerns.

Windmill Lodge staff and management team routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent.

People and their relatives told us they received positive outcomes from staff and the management team. One person said, “The changes in managers and staff has definitely improved and more attention is given to me.” Staff we spoke with told us they were passionate about providing positive outcomes to people but at times felt unable to achieve this. This was due to lack of appropriately trained staff to provide the care and treatment people needed at the time. We found evidence the management team were addressing training courses to ensure staff were suitable trained.

The staff and management team told people about their rights around consent and respected these when delivering person-centred care and treatment.

People’s consent to care and treatment had been documented in individual care records we looked at. Where restrictions were noted in people’s care plans, it was recorded how the decision had been reached. In addition, people who had been involved and consulted had their choices recorded. Care plans contained mental capacity assessments and where appropriate were supported with best interest decisions that guided staff on how to support the person in their preferred way when people lacked capacity.For example, at mealtimes we observed people being served drinks and offered a choice. People were asked which meal choice they wanted and were supported to help them make decisions as per best practice guidance for people living with dementia.