Willowbrook View

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.

This is the first assessment for this service. This key question has been rated 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 86 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Leaders and staff consistently described a positive, open and inclusive culture. The Care Quality Commission (CQC) assessment process was embraced as an opportunity to celebrate achievements, reflect on practice and drive further improvement. There was a strong, cohesive sense of direction, with staff, leaders and partners working collaboratively with a shared purpose to deliver exceptional, person-centred care.

Staff spoke passionately about the service values, telling us these were actively lived and never compromised, even during periods of challenge. This resulted in a care environment where people were supported to live full, active and meaningful lives, with their rights, choices and individuality always respected. We observed these values in action during our assessment. One staff member commented, “This service is not about the profit, it’s genuinely about the culture we are creating for the residents. It’s all about a better life, this is their home, we make sure they are safe and happy.”

The provider consistently went above and beyond to ensure families felt they were an integral part of the service. This was confirmed by all the relatives we spoke with and observed through reviewing feedback collected by the provider. Relatives were warmly welcomed and offered regular opportunities to share free meals, attend events and remain actively involved in the life of the home. This inclusive approach strengthened relationships, enhanced trust and created a genuine sense of belonging for both people and their families.

Leadership was visible, consistent and collaborative. The manager, deputy manager and senior leaders worked closely together to provide clear, stable direction, particularly following a period of management change. Leaders spoke openly about this journey and demonstrated a strong focus on ensuring staff fully understood and were aligned with the organisation’s vision and 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.

Leaders were actively involved in the day to day operations of the service. The manager who was going through the registration process at the time of the assessment had extensive experience of working in care services. Leaders were involved in regular meetings with other partners and services managed by the provider. Partners provided positive feedback such as, “I’m impressed by the manager, I can tell they have previous history working with complex people. They have a personal touch and know what they are talking about.”

The manager and deputy manager told us they received effective support and supervision from their leaders. We observed leaders knew the people who lived in the service and their individual needs which was confirmed by people we spoke with.

Comments from staff included, “Very supportive management, it feels good to work here,” and “The management are very good, you can talk to them about anything.”

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

The provider had processes to allow people, relatives and staff to raise concerns or share ideas. We saw several examples of where the provider had responded to people’s concerns and made adjustments or changes.

Staff told us they felt able to speak up and had lots of opportunities to do so via an open door policy, supervisions and team meetings. One staff member commented, “There is equality across the board, we feel able and confident to speak up and say this shouldn’t happen, and maybe we should try this. Manager is keen to know what’s going on.”

The provider used a range of feedback methods, including face-to-face discussions and planned opportunities for staff to meet with senior leaders. This supported open communication and engagement. The provider also implemented an initiative called ‘A Day in the life of’, where leaders worked alongside frontline care teams to better understand staff experiences, challenges and opportunities for improvement. In addition, there was a dedicated whistleblowing email address to enable staff to raise concerns anonymously. There was also a whistleblowing policy available.

We observed management were available throughout the home and chatted with staff respectfully. Staff knew who they could speak up with external to the provider if they needed to but told us they would speak with management as they knew it would be resolved.

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.

Staff had received training in equality, diversity and inclusion and the provider had supporting policies to ensure practices were in line with the Equality Act 2010. Staff did not report any bullying or harassment and knew how to escalate any concerns if required.

Staff told us they worked in a fair and inclusive environment and told us how the service had made reasonable adjustments due to a change in needs. We also saw evidence of where the provider had made temporary adjustments for staff during religious practices.

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There were clear accountability structures available with defined roles and responsibilities. A range of audits were completed by senior care workers, and the deputy manager with additional oversight from the manger and senior leaders. There were records and action plans which identified where action was needed to improve quality. Systems and processes were effective, and we saw evidence of where shortfalls had been identified and action taken to make improvements. Regular meetings were taking place to discuss the governance and oversight of the service.The provider sought feedback from people, relatives, staff and professionals to inform and support the ongoing development of the service.

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

The provider consistently sought and acted on feedback from external professionals to improve outcomes for people. External partners spoke highly of the service’s approach. One professional told us, "They are collaborative and responsive to communication." They have taken my ideas on board." This demonstrated respect, openness and a willingness to learn, which strengthened multi-disciplinary working and led to improved care outcomes.

The service had recently established a partnership with a dental provider to deliver on-site oral health assessments for people who were unable to access community dental services. This approach ensured timely access to oral care to enhance overall personal health.

The provider also demonstrated engagement with the local community, developing meaningful partnerships that delivered benefits beyond the immediate service. For example, they worked closely with a local business to access additional parking facilities, and in return donated funds to a local charity chosen by the business. This initiative not only resolved a practical need but also fostered strong community connections and demonstrated a clear commitment to social responsibility and community wellbeing.

A wide range of community-focused initiatives both within the service and externally, were accessible to people. Dedicated transport was available to support people to attend local events, activities and appointments. This ensured people could remain active members of their community, maintain social connections and reduce the risk of isolation, leading to improved emotional wellbeing and quality of life.

The provider also showed an understanding of the importance of relationships and meaningful life events. They organised personalised birthday celebrations for people, including decorations, gifts and cakes, creating an inclusive atmosphere within the home. In addition, they facilitated family gatherings with complimentary three-course meals for up to seven relatives, enabling people to celebrate significant occasions with their loved ones.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider’s approach to staff development was externally recognised. The service received the Care Home Employer of the Year Award in both 2023 and 2026, following independent assessment aligned with Care Quality Commission (CQC) regulations and quality statements. In addition, the provider was awarded Excellence in Social Care in 2025, which further validated their commitment to workforce wellbeing, learning and quality improvement.

Staff described highly positive learning and development opportunities, including structured pathways for emerging and aspiring leaders. The deputy manager gave detailed examples of the extensive support they had received since joining the organisation. This included mentoring, coaching, tailored training and leadership development, which had enabled them to grow in confidence and capability. This programme of opportunities ensured leadership succession was planned, skilled and sustainable.

Innovation was evident in the provider’s comprehensive, evidence‑based falls prevention programme. This included access to an on‑site physiotherapist, who worked directly with people to improve strength, mobility and confidence. People were actively encouraged and supported to participate, enabling them to remain as independent and physically resilient as possible.

The provider demonstrated a highly compassionate and holistic approach by offering bespoke wellbeing packages for family members of people living at the service. These packages included tailored support around health and lifestyle, mental health, and bereavement planning, recognising the emotional impact caring roles and transitions can have on relatives. We saw evidence of the provider actively signposting and encouraging relatives to access this personalised support,ensuring it was accessible at the right time and responsive to individual need. This proactive approach helped relatives feel valued, supported and better equipped to manage their own wellbeing, particularly during periods of stress or change.