Willow House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first time we have inspected the service since the provider changed. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 provider treated people with kindness, empathy, compassion and respected their privacy and dignity.

Staff knew people well and cared for people’s wellbeing. People told us staff cared about them and were kind. Comments included: “Staff are kind” and “I like [staff] they look after me”.

Staff interacted with a person to talk them through the process of going to the doctor. This kind approach meant the person was relaxed about something they were previously anxious about.

We saw people were given choices and supported to be comfortable and relaxed within their home. Staff spoke warmly about people they supported. A staff member had been nominated for a national award for “kindness and approach to supporting someone with complex needs” and was scheduled to attend a national awards ceremony.

During the inspection however, there were some instances when staff sounded authoritative when speaking to people. We overheard a staff member telling someone to ‘put that away’ and ‘that’s not for now, that’s for another day’. We discussed this with leaders who said they would undertake competency checks, re-train and undertake observations of all staff.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care records contained details of how to support people and their likes and preferences. We saw details about people’s life history, which staff we spoke to were aware of. Staff told us about people’s individual preferences, giving choice and how they supported people in their preferred way. Care planning documents were individualised and considered every aspect of a person’s care needs.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Care records contained details of what support people required from staff and what they could do independently.

Staff told us they supported people to be as independent as they could. This included arranging regular communication with occupational therapists, to help support people with their mobility.

Staff identified when people’s independence changed, for example due to long term illness. Staff were able to adjust their approach in order to maintain choice and control for people. Care plans detailed what aspects of people’s support they could complete independently.

The provider had an open door policy for visitors which meant relatives or friends could visit when then wanted to. This helped people to maintain relationships with people important to them.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

For example, staff noticed some physical changes to a person and immediately called the GP for support. The person was prescribed medicine which helped them get better. This meant staff were able to support people in the moment through a range of different needs.

The provider cared about and promoted the wellbeing of their staff and supported them to deliver person-centred care. Staff told us they received the support they needed to do their job well.

Staff said managers were flexible with them. This included being offered a range of shifts that fitted in around their other responsibilities.

For staff who did not drive, shifts were allocated based on the best times that staff could get to the service if they were using public transport.

Staff told us the registered manager was open, and they were able to share any concerns they had. Staff said they were confident the registered manager would act on any issues and were invited to meetings to share concerns and best practices. This meant staff were able to celebrate success together which added to a consistent and positive team working approach.

The provider had regular awards for support workers going above and beyond and well-being food and drink packages were available to all staff in the home.