Willow Lodge Nursing Home

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 as good. At this assessment, the rating has remained as 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.

Staff were supported to deliver high quality, person-centred care and support to people in line with the provider’s values. Staff received appropriate training and support through supervision and had access to policies, procedures and systems to help them work effectively. A healthcare professional told us, “It's clear that they see each person as an individual and are willing to go the extra mile to make a positive difference in their lives.”

Senior staff used audits, checks, supervision and staff team meetings to monitor staff practice and ensure they understood and demonstrated the provider’s values in their day-to-day work.

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.

People, staff and healthcare professionals spoke highly of the registered manager. A person using the service told us, “The manager is very caring.” A relative said, “[Registered manager] is a lovely woman and very caring. She will go the extra mile for people. I think this helps the home stay stable and well run.” A healthcare professional told us, “I have a really positive working relationship with the service and the management team. They are approachable, supportive and easy to communicate with. I feel comfortable contacting them whenever needed, and there is a good level of mutual respect and understanding.”

The registered manager was passionate and committed to ensuring people received high-quality, safe care. They undertook continuous learning and development to maintain and enhance their professional knowledge and skills.

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

People were comfortable speaking up if they had concerns. A relative told us, “I have no concerns but if I did I would go to [registered manager] any time.”

Staff were also encouraged and supported to raise any concerns. A staff member said, “The manager has trained us well and encourages us to speak up and let them know about poor practices. Nothing is hidden and the manager is supportive and open.”

The registered manager told us, “We give staff a lot of training and we use supervision and meetings to talk about safeguarding and how they can protect people and how to report concerns and make sure they know they can report a concern to managers.”

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 were treated fairly and equally at work. They received training on equality, inclusivity, and fairness, and had the same opportunities for learning and career development. A staff member told us, “We are all treated the same. There are opportunities to move on if we want them.”

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.

Governance systems were effective. Senior staff carried out regular checks and audits to monitor the quality and safety of care and support provided to people. Findings from these were used to identify areas for improvement, make necessary changes and support staff to improve their practice.

The registered manager demonstrated understanding of regulatory requirements and their responsibilities, including providing accurate information, offering suitable support, and applying the duty of candour where appropriate.

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 built and maintained strong, proactive working relationships with healthcare professionals, which supported effective partnership working and the delivery of safe, high-quality care to people. A healthcare professional told us, “The management team are approachable, supportive and always willing to work together. It's reassuring to work alongside a service that puts people first and is committed to making a real difference in their lives. I really value our working relationship and the dedication they show.” Another professional said, “Staff are attentive to patient needs and, when required, appropriately seek support and input from external healthcare professionals to ensure that patients receive the necessary clinical assessment, treatment, and ongoing support.”

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

The provider had made significant improvements to the service since our last inspection. This included extensive refurbishment and redecoration of the living environment to make the home a more comfortable, supportive and safe place for people to live, particularly people living with dementia. Attention had been given to improving accessibility. For example, new signage highlighting key areas of the home was highly visible and incorporated braille.

Arrangements were in place to obtain feedback from people, their friends and families, and staff to help the service learn and improve. Feedback, along with outcomes of audits and checks and learning from safety events, was used to improve the quality and safety of the care and support provided to people.

The service also participated in local system healthcare initiatives aimed at improving people’s health and wellbeing. Participation in a local health project aimed at improving the hydration needs of people had resulted in increased fluid intake among people. This had contributed to improved health outcomes for people, including a reduction in infections.