Willowbeech Also known as Willowbeech Limited - 33 Ophir Road

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 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. The manager and staff demonstrated a commitment to delivering high-quality, person-centred care, guided by the organisation’s core values of kindness, creativity and commitment. Staff worked together to promote people’s independence and wellbeing, showing kindness in their interactions. Staff told us they felt valued and motivated in their roles.

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. Staff said the manager was approachable, visible, and easy to talk to. The manager involved staff in discussions about how to provide the best ways to support people and listened to their ideas. The manager understood their responsibilities and acted where improvements were needed. Time was spent with staff and people using the service to build open and trusting relationships. This helped ensure care was supportive, inclusive, and focused on people’s needs.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they felt confident to raise concerns and were aware that external services were available if they needed to speak up. They felt reassured that any issues they raised would be taken seriously and addressed promptly. A staff member told us, “I feel valued and included as part of the team. There's good communication among staff and management and I feel very comfortable sharing my concern, opinions and ideas and delivering care support as a team.” Relatives also felt at ease raising concerns. A whistleblowing policy was in place, with clear processes to ensure learning and improvement when things went wrong.

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. The service actively promoted equality, diversity and inclusion, supported by policies designed to prevent harassment and discrimination. The manager said, “I am proud I inherited a team I can trust. It’s a good place to live and a good place to work - transparent and honest.’’ Staff told us they felt respected, valued, and supported to be themselves, describing a positive and inclusive workplace culture. These principles were reinforced through regular training and consistent management support. A staff member said, “We have a dedicated and close-knit team that agree in putting the needs of people first, in a person-centred way. We also have a new and very caring manager who wants the best for the people we support. The team under the new manager is dedicated to delivering that every day.’’

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. The service had a well-defined governance system, with clearly assigned roles and accountability to ensure person-centred care. Staff understood their responsibilities and how their work contributed to the overall functioning of the service. Regular audits and checks were conducted to monitor performance, identify risks, and support ongoing improvement.

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 participated in community activities with support from staff, maintaining links to their interests and hobbies. Evidence indicated that these activities had a positive effect on their wellbeing. The service worked closely with health and social care professionals to provide person-centred care and help people feel included in the wider community.

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 manager was dedicated to learning and enhancing the service. They supported people as their needs evolved and used audits to ensure the quality and safety of care. Staff appreciated the importance of ongoing learning and actively contributed to the service’s development. The manager promoted a positive culture centred on people’s wellbeing and helping them to lead meaningful lives.