Creative Support - Willowtree 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 requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People’s past history and exposure to trauma was considered in all of their care planning. There was a trauma informed approach to understanding people’s needs throughout assessment and review. For example, where people had a distrust of health professionals, staff supported them to feel safe through communication and consideration where reviews took place. People’s preferred communication style was used so they could take part in reviews of their care. This enabled people to have their views, opinions and feedback captured and acted on. People were empowered and encouraged to share their views, future goals and aspirations.

The provider worked well across teams and services to support people. Staff had support from an out of hours intensive support team which was available 24 hours for advice. The provider supported staff through their specialist teams for regular and emergency reviews. The registered manager worked closely with health and social care teams to ensure people received the medical care they needed with all consent and safeguards in place. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. People were supported to live a healthy life and professionals were engaged in reviews and assessments to ensure relevant information was incorporated into people’s care plans. Assessments were reviewed and the staff and leaders facilitated discussion to support seamless services between professionals.

The provider worked well across teams and services to support people. Staff had support from an out of hours intensive support team which was available 24 hours for advice. The provider supported staff through their specialist teams for regular and emergency reviews. The registered manager worked closely with health and social care teams to ensure people received the medical care they needed with all consent and safeguards in place. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. People were supported to live a healthy life and professionals were engaged in reviews and assessments to ensure relevant information was incorporated into people’s care plans. Assessments were reviewed and the staff and leaders facilitated discussion to support seamless services between professionals.

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. For example, one person enjoyed using a gym. Changes in people’s presentation, emotional state or distress which may show a deterioration in their health or wellbeing were recognised by staff. Staff took action when they identified change and escalated them to relevant professionals, advocating for their care. People attended external appointments with reasonable adjustments being considered, planned for and communicated. This meant people had a positive experience, good outcome and their disability did not prevent them from accessing prompt care and treatment.

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. Where people required a team of professionals to plan for future health investigations; the registered manager liaised closely with teams involved to ensure the person’s welfare and rights were maintained. People’s skills, life experience and strengths were discussed with them and those involved in their care, to consider how people’s goals, ambitions and outcomes were planned and achieved. Peoples support was delivered consistently by staff, in a person-centred way that was specific to their needs.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People made their own choices and decision on a day to day basis about what they did, what they ate and how they filled their time. Where people were not able to verbally communicate their choices there were tailored communication plans in place, such as books with photographs of people signing, for staff to follow to ensure people were in control of their own lives. Records included information about people’s capacity and how either through verbal or non-verbal means they were able to refuse or give consent for specific decisions. The registered manager liaised closely with health and social care teams to ensure mental capacity assessments and best interest meetings were carried out before any planned medical investigations were carried out and all the consent and safeguards were in place.