William Wood House

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 good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 71 (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 did not always make sure people’s care and treatment were effective because they did not always check and discuss people’s health, care, wellbeing and communication needs with them.

We notified the registered manager of inconsistencies in some people’s care records. They immediately addressed this, identifying a workplace learning need and providing targeted support to senior staff. Although we found no evidence that care delivery was affected, the registered manager's review of all care plans and risk assessments was a work in progress during the inspection. This left some records outdated, limiting our ability to fully assess their effectiveness. However, the leadership’s management of this review provided assurance, and they were confident that the implementation of the provider's upcoming electronic system should reduce future documentation inconsistencies.

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.

The leadership team involved people and relatives in care planning and delivery choices. One person told us, “The managers discussed with me what my care requirements were and how I would like my care provided.” A relative highlighted this collaborative approach, stating, "The senior staff involve me in any changes to be made to the care arrangements.” Care records followed specific medical guidance for conditions like diabetes or epilepsy to align support with best practices. To maintain these standards, the registered manager shared clinical updates and provided staff learning opportunities. While we noted no impact on care delivery, the registered manager’s actions to address the documentation inconsistencies we found provided necessary assurance.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff and the leadership team worked collaboratively with external professionals, including district nurses, GPs, social workers, and therapy teams, to deliver well-coordinated care that met individual needs. One relative shared that a social worker had reviewed their family member's care plan and arranged for a pressure-relief cushion and bed mat.

When people transitioned between services, the leadership team liaised with relevant professionals and health commissioners to document changes and support seamless transitions, preventing individuals from having to repeat their histories.

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.

People and their relatives shared positive examples of how the staff team actively supported individuals to achieve better health outcomes. Staff demonstrated a person-centred approach by listening to people's anxieties and rebuilding their confidence. For instance, one person explained how staff helped them overcome a loss of independence, sharing, “I had opted out of having showers for fear of falling, but the carers here have supported me well and listened to my concerns. I now safely take a shower with their support.”

Evidence showed that staff successfully implemented guidance from external healthcare professionals to promote physical well-being and improve people’s overall wellness. A relative confirmed this collaborative approach to mobility, stating, “The carers interact well with [family member] and will do exercises to assist with their mobility. Stretches and other exercises are done with [family member] as the physio informed the staff that this would be beneficial.” Another relative highlighted this positive impact, noting, “[Family member] had been really poorly, but since living here [they] are the happiest and healthiest [they] have been for a long time.”

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.

Overall, results were positive and met expectations, with individuals expressing satisfaction regarding the impact of their support. Staff routinely monitored care and undertook regular reviews to ensure a continuous focus on changing needs. Taking a holistic approach, the leadership team and staff supported individuals to achieve their communication and social goals, offering opportunities to engage with the local community alongside meeting physical milestones. The leadership team and staff also acted on feedback to improve service delivery and promote positive outcomes.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff supported individuals to feel respected and involved in making informed decisions. Care records guided staff to seek consent before providing support, and people confirmed this occurred consistently. Staff understood the importance of gaining consent and recorded it clearly in daily notes. They respected choices, delivered person-centred care, and advocated for individuals to ensure they understood their rights.

The leadership team and staff informed individuals of their rights regarding consent and respected these during treatment. Staff received training and used systems to assess decision-making capacity. Where capacity was lacking, individual mental capacity assessments and best interest decisions were securely in place. The leadership team also met legal requirements for individuals with a Lasting Power of Attorney (LPA) by obtaining certified evidence and consulting them on all care decisions.