Willow View Care 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

At the lasted rated inspection this key question was rated as requires improvement. At this inspection the rating has changed to good. This meant that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. The management team had driven improvement across all areas of the service and had worked with partner agencies to deliver an action plan and embed positive change. The governance arrangements now in place supported the provider to identify when and where improvements were needed and ensure appropriate action was taken. Staff were motivated, worked really well as a team and were committed to maximising positive opportunities for people. People told us they were happy and feedback from relatives and professionals also reflected a much-improved service.

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 manager was responsive to our feedback and immediately took action to review and resolve staff recruitment agency induction records and . Feedback from staff was very positive in relation to their role and accountability. They felt well supported by the management team. We witnessed team work in practice throughout our visit, staff checking in with each other about tasks and roles and liaising with the management team to escalate any issues. One visiting professional told us, "The staff team have high regard for [Name], he is always present and he has been here working the floor at a weekend. He is involved and leads by example."

The provider had a clear position around developing services which were person-centred and tailored to each person's needs. The policies and procedures the provider had in place were focused on upholding the diverse needs of people and local communities.

Staff felt the manager promoted integrity, openness and honesty. We saw staff throughout the day approaching and interacting with the management team in a way that showed mutual respect and all the staff we spoke with said they felt the manager was accessible and supportive. A visiting district nurse told us, "I have found management of the care home appears to have improved recently. The senior staff and managers are visible, keen to improve the service, and keen to have good working relationships with other services visiting the home. This appears to have created a positive culture seen within the care workers, cleaners, kitchen staff etc. Everyone has a positive approach to change and their individual roles in patient care."

The manager supported staff to understand the context in which they delivered care and support to people. They had accessed appropriate support and development for their role and had reached out to external professionals to bring support and expertise in to Willow View. Systems were in place to check staff practices embodied the organisation’s culture and values. One commissioning manager told us the manager was "responsive and transparent."

Staff said they felt supported by the manager and the management team. Staff told us they felt confident to raise concerns with the provider and these would be listened to and acted upon. Staff were able to speak freely with inspectors and offered privacy to do so during our visit.

The provider had policies and systems in place, which aimed to foster a positive culture where people felt they could speak up and that their voice would be heard. The manager was in the process of reviewing all policies to ensure they truly reflected the service being provided at Willow View. One person living at Willow View said, “I’ve been here quite a long time and it’s a lovely feeling being part of a big family."

Staff told us their rights were upheld and confirmed they had a working environment which encouraged effective teamwork. The manager told us they were working with the staff team to work on promoting and understanding the issue of sexuality for older people in care services.

The provider had ensured equality, diversity and inclusion policies were in place and these were followed. Staff recruitment was robust and fair and no evidence of any issues were found. The staff team was a diverse mix of different ages, genders and nationalities all in one team, and we observed and were told they worked together well. The manager valued diversity and followed best practice guidance.

Staff we spoke with felt listened too and able to contribute to the quality assurance process. Staff were aware of emergency plans that were in place. We saw that meetings were now being held with staff and people and relatives

At the last inspection quality assurance processes had either not been in place or were ineffective. Since joining the service in July 2024, the manager told us they had focused initially on the delivery of care and building of the senior management team before really embedding the oversight of the service. The manager was developing a clear governance system and constantly looked at how to make improvements. The arrangements in place now supported the provider to identify where improvements were needed and ensure appropriate action was taken. We saw that some audits relating to medicines needed further work and the manager was also reviewing all policies to ensure they were fit for purpose. The manager now had an effective system in place to monitor the quality and safety of the service and ensure people achieved positive outcomes had been put in place. Clear business continuity plans were in place.

People told us they were happy with the support they received and felt staff were competent. Relatives felt staff were skilled and they contacted health professionals when this was needed. Activities staff linked with the local community to access facilities as well as utilising online resources for activities.

Staff we spoke with told us they had positive working relationships with community matrons and GP's who regularly visited the service. Staff understood their duty to collaborate and work in partnership. Staff worked with external agencies and where appropriate shared information and learn with them.

Partners were extremely positive in their feedback of the engagement of the service with them. Visiting professionals and commissioners shared the following with us, "I can see the change in morale in the staff team, the residents have always been well looked after", and "I would like to highlight how nice it is to see senior managers supporting their staff when needed, it has not gone unnoticed when attending the care home that the management staff are happy to support with hands on care."

Systems and processes were in place to enable the service to develop good links with the local community and work in partnership with other agencies to improve people's opportunities and wellbeing. They had the means to share information and learning with partners and collaborate for improvement.

One of the district nursing team told us, "Staff are proactive in escalating patient's care needs and the new electronic bowel charts have been an excellent improvement to identify constipation. It also gives the nursing team visiting the home a quick and easy view to see patient's normal bowel patterns to help identify any actions needed to change laxative frequency for preventative measures." Staff and managers we spoke with were motivated and keen to ensure learning was

Staff training was in place but the manager told us they were exploring further training that was delivered in a face to face way and that was geared towards the specific needs of the service and people at Willow View.