West View

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• 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

Staff and leaders demonstrated a positive shared direction and were focused on learning and improvement. Staff in all roles had access to information on the new approach and showed a commitment to safe, high-quality, compassionate care. Staff confirmed the management team was visible and approachable. Regular supervisions were work in progress, but team meetings took place to provide another space for staff to ask questions and raise training requests.

The management team were establishing new checklists and systems to oversee the governance of the service. During the inspection, changes were implemented to make these systems more effective and easier to audit. This included complaints records and decisions linked to consent.

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.

Staff and leaders demonstrated a positive shared direction and were focused on learning and improvement. A member of the management team said, “The staff are really getting into it and the atmosphere in the home has changed so much and for the better. There is so much more laughter and love and enjoyment of life for the residents.”

Staff in all roles had access to information on the new approach and showed a commitment to safe, high-quality, compassionate care. This helped promote a positive, person-centred culture within the home.

Staff confirmed the management team was visible and approachable. For example, they said described them as “really supportive” and “Yes, I would recommend working here… I love it as it is such a lovely working atmosphere, and the residents are so well looked after, and we have laughter as well and we are always there to help each other out.” A few staff were considering their options and had requested further information about the Butterfly project, which the management team said would be provided.

The registered manager was also the provider. They had chosen to step back from this role and had appointed a leadership team to implement the changes and oversee the new vision for the service. However, the provider said they still regularly visited the service and knew staff and people living at the home well but did not always record the action they had taken to audit the service. The recording of complaints was work in progress. The leadership team said meetings had been offered to those families who had concerns about the proposed changes.

Meetings were held with people living at the home to gather their feedback, for example on meals, and request were considered and where possible implemented. For example, staff said, “I attended the recent residents’ meeting last week and we went through the menu, and they told me what they like so I am doing some research and there has been nice feedback to my food so far…some of them will come and see me...”

Staff said they did not have regular supervisions but had been told this would be addressed by the management team. However, staff told us they could go to the management team with problems or concerns in the meantime.

The leadership team said regular supervisions were work in progress. However, team meetings took place to provide another space for staff to ask questions and raise training requests. A staff survey had been conducted, but the management team said at the time few staff had completed it so they would be carrying out another survey once the new changes had become more embedded.

The management team recognised when staff needed additional support or a different approach to make learning meaningful to them. For example, some staff benefited from face to face training. Staff were positive about the range of training available to them. For example, they said, “It is a good level of training, and we have had a lot recently” and “Yes, I would recommend working here because the staff are really good with training, and you get trained really well.”

A matrix was used to record staff training. This showed a number of gaps which we queried as it did not reflect what staff had told us. The management team recognised it was not an accurate reflection of staff training and explained they were updating the matrix to include additional training, such as workshops linked to the Butterfly Approach.

The management team explained how they were establishing new checklists and systems to oversee the governance of the service. During the inspection, changes were implemented to make these systems more effective and easier to audit.

The leadership team had created systems to monitor the quality and safety of the service. Audits were completed by staff on a regular basis as part of monitoring the service provided. This enabled the leadership team to identify any trends to ensure the service was meeting the requirements and needs of people being supported.

The provider oversaw the governance arrangements by the management team but had not routinely recorded their own audits, which they said would be addressed. For example, how the mental capacity assessments had been completed, the recording of complaints, and minor improvements needed in recruitment and medicines.

People said they felt supported by the staff group who accessed relevant health and social care professionals on their behalf.

We saw staff liaising with health professionals regarding changes to people’s health and wellbeing. They discussed with us the advice they had been given for some individuals and how they were implementing and monitoring their well-being.

As part of this assessment, we asked for feedback from the local authority and the integrated care board. No concerns were identified linked to people’s safety.

The leadership team and staff worked with a number of different health and social care professionals such as GPs, district nurses, and chiropodists to ensure people received the support they needed.

The provider was committed to continuous learning, innovation and improvement across the service. For example, seeking new creative ways of delivering equality of experience, outcome and quality of life for people. They promoted new ways of working and research.

The management team's decision to move care planning to electronic records in order to provide current information of people’s care and support.