Lyle House

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

Our rating for the "Well-Led" key question has improved from "Requires Improvement" to "Good" based on our recent assessment. Detailed findings will be provided in the evidence category sections. Lyle House now benefits from a strong leadership presence, supported by the provider and recognised by staff, people who used the service, and external partners, including the local authority, Integrated Care Board (ICB), and faith groups. The manager demonstrated a deep understanding of the service and the needs of the people in their care. Staff reported feeling confident in the leadership team, noting that the manager and senior staff foster a shared direction for the service. Regular supervision meetings and appraisals were conducted, ensuring that staff were well-supported and aligned with the service’s goals. The senior leadership team’s inclusive approach had cultivated a positive culture within the home, where staff felt listened to and valued. The provider’s commitment to governance and continuous improvement was evident in the structured oversight and support provided to the management team. Overall, the leadership at Lyle House had strengthened significantly, contributing to the improved rating in this area and ensuring the service was well-led and responsive to the needs of the people who used the service.

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.

Staff said there was a positive culture within the home. Staff commented saying, “We have to maintain an excellent standard of care for both residents and families.” Staff were familiar with the values of the service, telling us they included “Safe, caring, wellbeing and responsive.” Most of the staff told us that the change in managers had not impacted greatly on their day to day work. Comments included, “There has been a few managers but they all brought their own ideas and changes so in a way it helped.” “We have improved in terms of staff and documentation, I feel the staff satisfaction is much better, the communication has improved.” “We do have regular residents meetings and staff meetings.” “I’ve been here for many years, I do enjoy it” “The staff are cooperative, we have a good rapport with each other.” “I enjoy working here, working in a big home you get exposed to different things and experiences.”

The manager, seniors and the staff team had a shared direction for the service and discussed this in team meetings and supervision meetings.

Staff comments included, “The Manager was here as a deputy and is now here as the manager. They know the staff and the residents, it was a positive change for us.” “I feel lucky to work here.” “The manager is very approachable, we can always knock on the door and they are willing to listen.” “It's been a positive experience (working here) so far.” “The managers here are open and willing to listen.” “The manager is very open to seeing you.” “The Manager is very honest with us which is good, they make themselves available.” “The change in management has had some impact but the current manager is familiar with the home – doesn’t affect the day to day Care."

The senior leadership team received training in their roles. They sought the views of staff in supervision meetings, team meetings and surveys. Staff told us they felt listened to.

Feedback from staff highlighted that the management team were approachable and proactive in addressing any issues raised. Staff appreciated the open-door policy and the prompt action taken by leaders when concerns were brought to their attention.

Lyle House fostered a culture where staff felt empowered to raise concerns and speak up without fear of repercussions. Staff consistently reported feeling supported by the management team and were encouraged to share their views or raise issues during meetings, supervision sessions, and through formal feedback channels. Additionally, staff frequently referenced the 'Speak Up' poster displayed on-site.

The service had a culturally diverse staff team. Staff felt they were treated equally, fairly and respectfully by the manager and provider. Some comments included, “As a deputy manager, I want a mixed culture in terms of diverse skills set and everyone contributes to that.” “It’s a nice place, we try our best.” “I like the diversity here, people here are from different backgrounds.”

Management actively monitored practices to address any issues of discrimination or bias, and staff were encouraged to voice concerns during supervision and appraisals. Staff, including those recruited from overseas, expressed that they felt integrated and valued within the team.

Staff we spoke with expressed confidence in the manager who was experienced and received support in their role from the provider.

Staff described some of the governance checks they completed as part of their audit cycle. These included Medication Administration Record (MAR) chart audits, dignity audit and Controlled Drugs (CD) audit, staff observation audit and call bell audits. Senior staff told us they completed these audits across 2 floors every month.

People appreciated the involvement of community partners, which enriched their daily lives and helped them feel connected to the wider community. People who used the service benefitted from strong partnerships and connections with the local community. The service worked closely with local health and social care professionals, faith groups, and activity providers to ensure that people had access to a broad range of support and engagement opportunities.

Staff described how they worked in partnership with external healthcare professionals to ensure people’s needs were met. They said, “If there are any skin issues we liaise with the district nurses, we can also call the GP and the care Home InReach Team. We have links with dentists, optician/podiatry, the Behaviour and Communication Support (BACS) team and the maximising independence team also.” Staff told us that all the people who used the service, apart from those on respite care, were registered with one GP practice. This helped with familiarity. They told us the GP visited the care home every week.

Feedback from partners, including the local authority, Integrated Care Board (ICB), and faith groups, were consistently positive. They recognised the service’s commitment to collaboration, noting that Lyle House was proactive in engaging with external organisations to enhance the care and support provided to people. Partners highlighted the service's strong communication and willingness to work together to meet the needs of residents, contributing to a well-rounded and supportive environment.

The provider worked collaboratively with a wide range of organisations including the local authority, health services, faith groups and activities providers.

There was a learning culture at the service. Staff and managers received training and lessons learned were discussed at staff and management meetings. Staff described ways in which learning and improvement were passed down to the staff team. A senior staff member said, "I always monitor and analyse trends monthly and if I find anything that is concerning, I will will raise it with the manager and do supervision with staff if needed.”

Lyle House had established robust processes to foster a culture of continuous learning, improvement, and innovation. Staff and management were regularly engaged in training sessions designed to keep them up to date with the latest best practices in care. The service implemented a systematic approach to capturing and analysing lessons learned from incidents, complaints, and feedback, which were then discussed in team meetings to ensure that improvements were made. A staff member commented, "We always discuss issues in our staff meetings and we all have the opportunity to express our opinions and agree on a solution".