Windsor Care Centre

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 provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People told us they were involved in the assessment process. One person told us, “We had a meeting in hospital, there was a doctor. My son and daughter were there. I was so worried before I came here but they said I could have 2 weeks to see if I like it, I do, so I stayed.”

The registered manager had worked alongside professionals to ensure people’s needs were assessed in detail. A review of incidents had showed people’s needs were not always compatible with each other and a more comprehensive understanding of people’s individual risks was required. The registered manager had developed an assessment process which took this into account and had resulted in better outcomes for people.

The provider 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. People’s care was planned and delivered in line with best practice. The home used recognised tools to monitor risks to people’s safe care in areas including skin integrity and nutrition and hydration. In addition, staff prepared a food passport and hospital passport prior to people moving in. This meant people’s nutritional needs and health needs were shared with all relevant staff. Staff were aware of how to prepare people’s food to the consistency they required to minimise risks of choking.

The provider worked well across teams and services to support people. Information was shared through a variety of methods including shift handovers, meetings between different departments and individual reviews of people’s care. We observed staff from all departments knew people’s needs and took time to speak with them. Staff communicated well when planning people’s support throughout the day. The registered manager told us they were keen to identify individual staff skills to ensure they could be used effectively. This included developing staff champions in areas such as dementia, infection control and mental health. This meant staff were able to share knowledge and work in a proactive way to meet people’s needs.

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 worked collaboratively with people and their relatives to support them in improving their health. One person had been very distressed and resistive to receiving care when they had initially moved into the service. Through learning about the person’s needs, interests and wishes, staff had been able to support them to improve their health and mobility. This had led to them being able to move out of the home and into a more independent setting.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. People’s care plans contained detailed information regarding their needs and wishes. This included information regarding their preferences and life histories. Care records were reviewed monthly or if there were changes in people’s needs or wishes. The management team also completed reviews of people’s clinical needs such as falls, infections, weights and skin integrity to ensure systems designed to minimise risks were effective in monitoring and improving people’s care.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People and their relatives told us staff asked for consent before providing people’s care. One person told us, “I ask them to take a bath, and they help me as I can’t do it myself. They always ask me first.” Staff understood the importance of working with people and were heard to offer choices to people throughout the day.

The principles of the Mental Capacity Act 2005 (MCA) were followed to protect people’s legal right. Capacity assessments were completed for specific decisions when required. Where people were assessed as lacking capacity, best interest decisions were reached with consideration to people’s past wishes, the least restrictive measures and people’s safe care.