The Stables Residential 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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 68 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider created a positive culture where the focus was on giving people good care. They told us, “It's all about the person at the centre of the care. I've always put the values I've got into the staff, and I know my values are respected when I'm not here.”

Staff shared the provider’s vision. One staff member told us, “The owner and the manager care about all the residents and all the staff. This is a great place to work. We really are 1 extended family.”

The provider had inclusive leaders at all levels who embodied the culture and values of their workforce. They led with integrity, openness and honesty. However, leaders did not always have the knowledge to provide effective oversight of the service.

The provider needed to further develop their understanding of their regulatory responsibilities. For example, they had not checked necessary notifications had been submitted to change service user bands in a timely way and were unaware their website was not displaying their current CQC rating. The provider told us “I am horrified, I had no idea this had been overlooked.” Immediate action was taken to address these issues

Relatives were very complementary about the provider. One relative said ““[Provider] has high standards and only the best will do for the residents. Everything focuses on the residents. The whole team share this approach. It is simply amazing.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff felt confident to raise any issues or concerns with the management team. One staff member told us, “We get together to discuss and share issues. We can talk about any issues and ask for advice.”

The provider explained how they promoted openness and transparency they said, “I always say to be honest, the worst thing you can do is not be open, we can do something if you're honest. This is people's lives.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider told us they created an inclusive environment and did not tolerate any form of harassment.

One staff member described how their confidence had been boosted because the provider was supporting them to complete a formal qualification. They added, “I felt really chuffed they [Provider] felt I was capable.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The providers systems and process to monitor the quality and safety of the service were not always effective. For example, medicines audits were not consistently completed, and IPC audits were not sufficiently robust to show all aspects of IPC had been reviewed. The provider acknowledged our feedback and shared a commitment to revise the content of audits and ensure they were completed with consistency.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They sought information and learning with partners and collaborated for improvement.

The provider was passionate about and understood the value of collaborating with other organisations to exchange and gather information. They told us “Communicating with other organisations is key. We are not shy in asking anybody, we have gained such good knowledge.”

Staff had received training from other professionals to better support people, including oral hygiene training provided by a local hospital, and diabetes training provided by a diabetic nurse.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Staff were supported with continuous learning and development through the completion of formal qualifications.

The care manager proactively explored ways to enhance and update their knowledge and working practices. They sought and attended additional training and shared the learning gained to further develop staff

Throughout the inspection, the provider and management team were open, honest and responsive to our feedback. The care manager told us, “Anything constructive is good. We welcome that.”