This inspection of Willow View took place on 9 March 2017 and was unannounced. This meant they did not know we were coming. The service was last inspected on 8 and 10 July 2015. At that time the service was not meeting the regulations related to safe care and treatment and safe recruitment of staff. The registered provider sent us an action plan telling us what they were going to do to make sure they were meeting the regulations. On this inspection we checked to see if improvements had been made.
Willow View is a care home providing accommodation and personal care for up to six people who have a learning disability and who may have behaviour that challenges others. There were five people using the service at the time of our visit. The business is owned by Action for Care Limited and they are a registered charity.
The service had a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
People who used the service told us they felt very safe and happy at Willow View. Staff had a good understanding of how to safeguard adults from abuse and who to contact if they suspected any abuse. Risks assessments were individual to people’s needs and minimised risk whilst promoting people’s independence. Positive risk taking was encouraged and supported.
Effective recruitment and selection processes were in place and medicines were managed in a safe way for people.
There were enough staff to provide a good level of interaction. Staff had received a thorough induction, supervision, appraisal and role specific training. This ensured they had the knowledge and skills to support the people who used the service.
People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice. People’s capacity was always considered when decisions needed to be made. This helped ensure people’s rights were protected in line with legislation and guidance.
People were supported to eat a balanced diet and meals were planned on an individual basis.
The home had a warm homely atmosphere and was tailored to meet each person’s individual preferences.
Staff were very caring and supported people in a way that maintained their dignity, privacy and human rights. People were supported to be as independent as possible throughout their daily lives and were provided with emotional support and guidance to meet their personal goals.
The service was led by each individual’s goals, life style choices and aspirations. Individual needs were assessed and met through the development of detailed personalised care plans and risk assessments. People’s care plans detailed the care and support people required and included detailed information about people’s likes and dislikes, enabling person centred care to be delivered.
People and their representatives were always involved in care planning and reviews. People’s needs were reviewed as soon as their situation changed and the service used innovatively methods to anticipate people’s needs and promote their well-being.
People were encouraged and supported to engage in social, educational and leisure activities in line with their goals and aspirations. People were supported to take an active part in their community and care plans illustrated measures to protect people from social isolation and exploitation.
Systems were in place to ensure complaints were encouraged, explored and responded to in good time and people told us staff were always approachable.
People, relatives and staff told us the registered manager was great and they could not wish for a better manager. Relatives and people could not think of any improvements that could be made.
The culture of the service was open and transparent and the registered manager promoted a person centred and respectful ethos by modelling and promoting good practice within the team.
The registered manager was visible in the service and knew the needs of the people who used the service, promoting their well-being and supporting the team to support them to achieve their goals.
People who used the service, their representatives and staff were asked for their views about the service and they were acted on. The registered manager used innovative methods to improve quality such as ‘listening sessions’ with people and ‘coffee chats’ with staff.
The registered manager was proactive in devising quality improvement and risk reduction measures within the home. They demonstrated a good knowledge and practice in preventing, managing and analysing behavioural incidents and promoting a learning culture to improve the service to people. Incidents were discussed and analysed to prevent recurrence and there was evidence this had improved people’s behaviour and well-being.
The registered manager implemented an effective quality assurance system which ensured the service was continually improving. Champions had been appointed to promote good practice in supporting healthy eating, infection control, health and safety and medicines management.
The registered provider had an overview of the service. They audited and monitored the service to ensure the needs of the people were met and that the service provided was to a high standard.