Windlesham Manor

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 requires improvement. At this assessment the rating has changed to 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. Staff training supported the delivery of person-centred care. Care plans supported staff to assist people with routines considering any individual preferences or needs. People’s rooms were able to be personalised, for example one person told us, “I’ve got my big recliner chair and lots of photographs and other bits.” The registered manager said, “We have one person who has an unusual sleep pattern so usually gets up at different times.” The service facilitated this choice of lifestyle, and they were not disturbed until they awoke. A member of staff told us, “Residents can still choose when they prefer to bath, some may say in morning, or later in the day, it varies.” Daily notes showed person centred entries which documented staff responding to people’s needs, offering reassurances and requesting further support when required.

The provider had a good understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.The provider supported diversity both within the staffing team and the range of people who lived at Windlesham Manor. People were supported to have flexible routines that were tailored to an individual’s choice.Staff identified areas in peoples care that may require attention and communicated this confidently to colleagues. Staff handovers were comprehensive, both written and verbal with updates on any changes to people’s needs. Staff were heard asking questions and interacting with each other in a positive and professional way to enable a good exchange of information. Staff collaborated with other partners and services to ensure information was up to date.

The provider was good at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs.The registered manager said there was little need for different communication systems, but any specific needs identified were accommodated, for example the activity lead used pictorial communications at times, and to assist menu choices people were shown the dishes so they knew what was being offered. Notice boards were positioned throughout the home with a variety of information displayed, for example advertising a local memory café which people could attend, and general safety information for everyone to be aware of. Some signage was in picture form and the activity staff supported with some pictorial communications. The registered manager had developed a weekly slide show in the main lounge for residents to review their previous weeks activities and then to plan for the coming week. This was in addition to the regular ‘resident’s meetings. A person told us, “(The registered manager) has a meeting once a month and discuss what we want doing, if we want anything doing or don’t feel safe.” The home had a daily newspaper for people, and an activity planner was emailed to families by the activity coordinator, so they were aware of what was being offered within the home.

The provider enabled people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.People at the home had regular opportunities to access information and for any planned changes in the home to be communicated to them. Feedback was sourced and views noted and acted on. For example, a relative told us, “I have said, I think you need to sort out the lounge as not cosy and was a bit like a waiting room. They tried to create a better environment that was more like a lounge, it was painted, they put up pictures, they can take feedback.” A complaints policy was in place and easily accessible to staff; there was some evidence of investigation into historic complaints where processes had been followed but there were no recent complaints recorded. The registered manager stated there had only been a few minor issues raised recently. The registered manager responded promptly to any general queries or issues raised by families; a relative said, “They are very good at responding to emails.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.People from different cultures were welcomed into the home, for example one person required a different diet due to their beliefs, and diversity was recognised and supported. Any specific needs that were associated with individuals were noted and acted on, staff told us, “One person really recognised the colour green, so they have cups in green and also have different cutlery.” Care plans had detailed descriptions of how people liked to spend the day and what was important to them. General equipment was readily available to all who needed support. The main lounge area was large with various seating choices arranged at different angles so people could interact easily and spend time doing different activities whilst being in the same room. The area was accessible, and people could move around safely and had access to the garden. One person told us, “Got a lovely garden here, used to go for a walk every day but not now it’s winter. They do let you go out as much as you want.” The home had an in-house hairdressing room, so everyone had easy access to hair treatments as required without the need to go out. The home provided safe transport for people to go out for activities and to appointments. A professional who worked with the home told us, “Windlesham have their own wheelchair accessible mobility car which is driven by management.”

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 registered manager had no concerns at the present time with how inequalities within the home were managed and we found that staff supported people’s human rights in line with recommended guidance. Staff were provided with training to support those principles. Care plans evidenced when reasonable adjustments have been made, for example the use of mobility aids for people with a physical disability. Staff spoke confidently about understanding people’s varying needs and being able to meet them. There was a variety of activities and entertainment offered to people at the home to provide mental and physical stimulation. An activity co-ordinator supported people to take part and engage in activity with others if they wished. The registered manager told us that he arranged cinema trips, pantomime visits and time out of the home for those able to safely manage that. People attended the local community centre and a local memory café.

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.People had information in their care plans that detailed their future wishes. A ReSPECT plan, Recommended Summary Plan for Emergency Care and Treatment, was in place for most people which outlined care preferences for when they might be unable to express their wishes. This included information about end-of-life care and resuscitation. Families had been involved in this process and staff were aware of the details should an emergency suddenly occur. Staff had been provided with end-of-life training including spending time at a funeral home. This ensured they had a better understanding of the aftercare given to people when they were given into the care of an undertaker, and could offer increased support to families, answering questions they may have with empathy and confidence. Staff told us “Yes, I did a day’s course and a day in a funeral parlour. I thought it was interesting to be able to explain to resident’s families what happens” and “At times families ask what happens now? So, it’s nice to know.”