Five Gables 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 as 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 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 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 had processes in place to demonstrate they listened to, acted upon and learned from concerns. The provider held resident and relatives’ meetings and acted on concerns. They used complaints as a learning opportunity and shared these with staff. Everyone we spoke with was positive about the atmosphere and culture at the home. Discussions with staff and the management team and our observations whilst at Five Gables Care Home reflected this ethos. One relative told us, “‘I think the way the staff work as a team creates the lovely atmosphere at the home. They support each other.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff and leaders were passionate about making the service homely and welcoming. Throughout our assessment, the registered manager was very visible and we witnessed them having meaningful discussions with people. People told us that this often happens. Feedback from relatives also confirmed this to be the case, with a relative saying, “The staff send me photo's most days and the manager tells me about any changes with mum, either medication or care. I know that the manager’s door is always open but [they are] not very often in the office. [They] are always around the home working with staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. 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 fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak up. Staff felt positive about the service and all staff we spoke with told us they would recommend the service to their friends and family as a place to live. A staff member told us the registered manager is, “very approachable. [Registered manager] has been here for a long time and knows the home and the people really well.” Another staff member told us, “I can go to [them] about anything.”

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. Staff were treated fairly. All staff told us leaders were supportive, flexible and approachable. Staff told us the provider was supportive in relation to staff health care needs and support suitable working patterns where possible.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Leaders completed a range of audits and spot checks, where any areas for change or improvement were noted they had been acted upon. Staff felt supported by the management team and told us they would act on any concerns to protect people living at the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The management team expressed an open positive attitude to receiving support and understood how and where they could access support. They had developed links with various local community organisations including schools, community groups and day services. Feedback from external professionals and family members was positive.

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. They actively contributed to safe, effective practice and research. The management team was committed to improving the service for the needs of the residents. Staff had recently attended training which resulted in a Veteran Friendly Framework Accreditation. This initiative aims to improve social connection and deliver improved health and wellbeing outcomes for veterans living in care homes.