The Willows

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 assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 provider 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.

The providers values were, United, Nurturing, Individuality, Transparent, Yes to life. Team meetings and supervisions reflected these values, so everyone understood the expectations of them. Staff understood peoples’ needs, modelled positive behaviours and supported people in ways that reflected the providers values.

The provider 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.

All managers and staff we spoke with showed passion for the home and had a clear vision of what they were aspiring to achieve for the people who lived there. They were enthusiastic and continually seeking to improve and develop.

The registered manager understood the requirement for duty of candour and was open and honest about any accident or incident that had caused or could have caused somebody harm.

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

Policies and procedures were in place to manage whistleblowing and complaints, communication around speaking up and reporting it were in place around the home. Staff told us they felt able to raise a concern and be listened to.

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

Policies were up to date and accessible for staff, including an equality, diversity and inclusion policy that aligned with legal requirements. Staff spoke positively about the inclusive culture within the home and felt supported by management and that they were treat fairly.

The provider had clear responsibilities, roles, systems of accountability and good governance.

All staff we spoke with told us they were happy in their work and felt supported. For example, one staff member told us how they had been supported to change the hours they worked due to childcare and there were never any issues booking time off.

There was a strong committed workforce in the service with many staff being employed for several years the service had a low turnover of staff. The registered manager had worked for the service for over 15 years; they had relevant experience and knowledge that they used effectively in their role.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Staff had good relationships with local health teams and community groups. People were supported to stay connected with families and the registered manager encouraged everyone to participate in events within the service. The manager worked closely with the local authority and was keen to carry on the good relationship that they had to develop better ways of working and always attend any events or training that they were invited to.
 

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider had regular group practice reviews to share learning and discuss what could be improved on, for example the review in February highlighted the importance of documentation standards. The meeting covered the roles and responsibility of senior carers and outlined any changes to practice.

Staff told us that they are regularly asked for feedback and involved in how the service is run, providing feedback during team meetings and staff surveys.

The registered manager told us that they complete a daily walk around straight after the morning handover to observe staff interactions and personal care being delivered.