Windsor Court Care Home

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 inspection we rated this key question good. At this inspection 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.

The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Everyone was committed to the providers mission which was to, ‘Provide peace of mind, individuality, and choice by giving home from home quality care.’ Everyone told us they were given a voice to help shape the service. Records confirmed people, their relatives and staff were given an opportunity to be involved, give suggestions and feedback. Staff were complimentary about the providers mission and were loyal and appreciative of being part of the vision. A staff member said, "I am proud, very proud. I find peace here. This is my second home, I love looking after people. This is a home and everyone here is lovely.”

The service 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.

Everyone worked towards and sought to embody the providers core values which were, ‘Caring, Trusting, Choices.’ Procedures within the service were in place to ensure there was management presence and visibility within the service. People and their relatives knew who the registered manager was and told us they were accessible to them whenever they needed. The registered manager told us they were supported by the provider and by their management team within the service. We received positive feedback about the management of the service, some of the comments were: “There is good management, and they are very friendly, we can ask about anything. It’s a good experience here”, “The management team always say thank you and are very good at this”, “The registered manager is professional, friendly, honest and helpful”, “The provider is such a kind person and they give us all our needs and wants, they take care of the management, staff and residents, they always make sure the home is best.”

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

Staff knew how to raise concerns and ‘speak up.’ There were various ways available to staff both within the service, for example through the provider, and to external agencies such as the local authority. A staff member told us, “Yes, I feel appreciated. We express ourselves during staff meetings.” Staff told us they were confident in the registered manager and management team to address any problems they had. They said the registered manager was approachable and accessible, and this was confirmed by people and their relatives. A member of staff said, “The registered manager is friendly, and we are not scared to talk, they are supportive. They will sort out anything for us.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Windsor Court Care Home was built on inclusivity; there was a diverse staff team who were encouraged to share their values and morals . Everyone was welcome in the service. The registered manager told us there were plans to share meals, traditions and learning from staff home countries within the service. Staff told us how accommodating their colleagues were and what a strong team they were, helping each other both professionally and personally. A member of staff said, “Everyone appreciates me and it’s teamwork, we all hold hands together.” The registered manager told us they were certain they promoted and encouraged solid team working to ensure staff provided the best care possible to people. A member of staff said, “The team here makes me proud about how kind they are with the residents.” Policies and procedures underpinned practice within the service, and all had a consideration of inclusivity and equity.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Governance systems were operating effectively which enabled the registered manager and provider to have oversight of the service. There were a range of audits, analysis and checks within the service, which supported safety and quality. All audits and checks had action plans and outcomes, and this process was being strengthened by the registered manager during the inspection to include feedback, for example, through surveys and meetings. Regular managers meetings were held across the providers locations to ensure information sharing and learning. Policies and procedures underpinned all working practices within the service.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

People told us they felt involved in their local community and there were communal opportunities to make friends and relationships within the service. Staff told us it was important to encourage and support friendships within the home, often pairing people who may have the same interests and hobbies. This approach had supported people to settle and become more comfortable in their new home surroundings. The registered manager and staff consistently told us they worked effectively with external health and social care professionals. Staff shared information and worked with a wide range of professionals and services. We received positive feedback from partners who worked alongside the service. A health and social care professional told us, “On the whole they do a great job, the registered manager has been amazing.”

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The registered manager told us about the ways in which together with the provider they were continually looking to develop the service. The provider had oversight of the service and undertook their own internal audits and checks to ensure safe operation of the service. Overwhelmingly feedback about the management of the service was positive. The registered manager was confident they had safe systems and worked well with their management team. They understood the importance of continual improvement within the service. The registered manager was confident their systems, with planned upgrades in the coming months they were positive about the changes.