Lake 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

We saw evidence of regular management meetings and there was an up to date service improvement plan. The provider had invested in comprehensive training and induction for staff to ensure they were confident in meeting peoples’ needs. The providers oversight and scrutiny systems were effective. For example, audits and monitoring was up to date to ensure people were safe. The electronic care planning system was working well with detailed care plans. People's concerns and complaints were well-managed. The provider recognised the importance of learning lessons when things went wrong. The registered manager and nominated individual were keen to continue to improve the service and regularly asked staff, people, relatives and professionals for their thoughts and acted on the outcome of surveys. Staff were clear about their responsibilities and roles and felt supported by the management team. Staff spoke positively about the leadership and culture of the service and felt people were being supported to lead a good quality of life. People told us they were happy living at Lake View and there had been resident, relative and staff meetings to communicate how the service was doing. Staff knew who to contact if they had any concerns. The registered manager was supported by a team at head office and was able to discuss any issues with other South West Care Homes managers. One relative said, “The staff, manager and team have a good attitude to residents, which can be a challenge. They remain calm and respectful. This is one of their main strengths. “

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.

We received positive feedback about the culture of the service. Staff were proud of the care and support they provided. They spoke of the positive culture within the service, and how they felt well supported. One comment said they felt the manager was not always visible, but a new managers office was now built to improve this. Comments from staff included, “I am supported in this home and if there are any concerns we can discuss in supervision with the manager” and “The manager operates an open-door policy and is always ready to support.” Relatives and people spoke positively about staff and the support provided by care staff and felt the manager was approachable. Comments included, “The manager has great knowledge and understanding of what is going on at Lake View. She has gone above and beyond to get Dad the support he needs, she has time for us all and a listening ear”. Systems and process were in place to share information with staff. Daily meetings, recorded handovers and electronic alerts for changes were in place to share information about people using the service. Staff had the opportunity to regularly attend staff meetings or share information in their 1:1 supervision with the registered manager.

There was a robust programme of checks, monitoring and audits which identified areas for improvement. There were clear processes to ensure the home continually sought to improve. The managers and staff actively sought the views of people and their families through surveys, individual meetings, and face to face meetings. There were several ways to be included.

The nominated individual supported the registered manager during our site visit. They were open and transparent and keen to listen to feedback and make any improvements needed.

There was good communication and support from head office. There was regular oversight and audits at provider level to ensure the smooth runnign of the service.

People were supported by a staff team that were positive and happy working together to make the day better. Staff told us they would support anyone regardless of their background and beliefs. We observed staff to be working well together, planning, and supporting each other with their daily responsibilities. Staff told us they worked well as a team and many staff had worked at Lake View for many years.

Policies and procedures to support staff to speak out against any negative or adverse practices or events were in place.

Staff told us managers treated them well and they felt they got all the support and guidance they needed from them.

Management ensured there were effective and proactive ways to engage with and involve staff, with a focus on hearing the voices of staff. This included staff surveys, regular staff meetings and having an open-door policy where staff felt empowered and were confident that their concerns and ideas would be heard. Where English was not their first language staff, had been supported in conjunction with external support agencies and English lessons.

Managers and staff told us they routinely met to discuss any changes in people’s care and support. They told us they felt supported and listened to by the management team. People and their relatives were complimentary about the leadership of the service. They were confident and knew who the management staff were and who to contact should they need to. People and their loved ones were happy and comfortable to speak to any of the staff. The manager was supported by the head office team.

The provider’s governance framework ensured they continuously learnt and improved the quality and safety of the service they provided to people, and that risks were assessed and managed. The provider had a clear service improvement plan and overview of the service. The registered manager routinely conducted audits and spot checks on staff working practices and gathered feedback from people living in the care home, their relatives and staff. The outcomes were regularly assessed and analysed to identify issues, learn lessons and develop action plans to improve the service they provided people.

People felt their health needs were well met and that if they needed to see health care professionals they were able to access them.

There was regular communication between staff and leaders. Staff were able to speak to the manager at any time and had channels to contact the provider and head office if needed. The provider enageged with community partners to share learning and for advice.

Health professionals had no concerns and felt there was a good relationship with the service.

Records showed good communication with partners with appropriate information sharing.

The service improvement plan showed issues were identified, raised and actioned appropriately to ensure people had a good quality of life at Lake View. Staff felt well supported and able to offer their views and contribute to Lake View.

Lake View had good processes in place to monitor audits, risks and care planning. Training was up to date and ongoing with staff competency checks to ensure knowledge was put into practice. Communication was good and staff worked well as a team.