Five Gables Care Home

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 good. At this assessment the rating has remained as 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 care needs were assessed to ensure they received the right support. Leaders ensured people had a detailed assessment completed before they moved into the service. The registered manager told us, “We would do a preadmission assessment in their home or hospital. We would look at all notes. We speak to residents, speak to professionals involved and request social work assessment.” All staff were made aware of people’s support needs and preferences. Care plans were completed in collaboration with the person and where suitable their loved ones, with documentation being person centred and person specific. A relative told us, “I was very involved in Dad's care plan and what worked for my father.”

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Staff used tools such as Malnutrition Universal Screening Tool (MUST) when assessing and monitoring people’s weight. People were at the centre of decisions made about their care and treatment. People were supported to eat and drink well in line with their needs. People told us the foodwas good and said, “The food is lovely and always plenty of it.” Mealtime was observed during the assessment which showed people were given choice and enjoyed their dining experience

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. Care staff said they received a handover at the start of each shift which provided them with all necessary information. Staff described a positive team working environment. The management team understood how to seek support from health and social care staff when required.

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. Staff recorded people’s daily wellbeing. This allowed staff to monitor people’s overall well-being. For example, staff recorded people’s daily food and fluid intake where they were at risk of malnutrition. There were dedicated outside spaces including seating, a secured pond and ducks which people could visit as they wished.

Care plans included information about medication and past medical history. Care staff received training to meet identified healthcare needs. They understood what actions they should take in medical emergencies, such as contact the G.P or emergency services. Care plans were in place to support with oral health and skin management with signposted who contacted if there were concerns.

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.

Processes in place meant the registered manager had good oversight of people’s care and support. People’s care plans were updated on a monthly basis, or sooner if there had been a change, to ensure staff had the current information to provide effective care. The electronic system meant when changes were needed these were made without delay. This meant staff had accurate information to support people effectively. People and their relatives were involved in their care; people were supported to maintain their independence.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. The Mental Capacity Act 2005 (MCA) provides a legal framework for making decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Staff had a good understanding of the need to gain consent, and that people had the right to decline care. Where people did decline care, they were offered again at a later time or by a different staff member.

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes this is usually through a Mental Capacity Act (2005) application procedures called the Deprivation of Liberty Safeguards (DoLS). We checked whether the service was working within the principles of the Mental Capacity Act, whether any restrictions on people's liberty had been authorised and whether any conditions on such authorisations were being met. We found DoLS were in place where appropriate.