White Gables Residential 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 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 needs were assessed, which were used to inform care plans and risk assessments, which were kept under review. People were assigned staff as key workers, who discussed with people and their relatives their views about the care provided. When appropriate, changes to care plans were made if identified during these discussions. As well as routine reviews of people’s care plans and risk assessments.

A relative said, “I came down to the home to have a look the [staff] was very helpful, showed us around, started with two weeks respite to see how [family member] got on, usually [family member] would be asking to go home but since being here [they] haven’t done that, that's how I know [family member is] contented.”

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.

People’s views were listened to about the care they required, and this was incorporated into care plans, for example, people’s preferences. The registered manager told us they were working on improving care plans further to include more person specific information, due to the change to electronic care planning.

People’s needs and risks were assessed in relation to nutrition and hydration. Catering staff were provided with information about people’s specific dietary needs and we found they were knowledgeable about this as well as people’s preferences. Finger foods were being provided to support people who, due to living with dementia, were unable to sit to eat a meal.

Drinks were accessible to people and offered by staff and documented. We noted people had access to drinks throughout our visits reducing the risks of dehydration.

As people were eating their meal, a staff member was responsible for recording what people had eaten and drank. We saw this as a routine which worked well as other staff were showing the staff member the plates when finished, which gave an accurate recording which was done at the time.

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.

There was an extremely strong ethos of teamwork in the service, where staff told us they looked after each other and worked together well as a cohesive team to meet people’s needs. This was strengthened by the support to each other and the management team. Staff and the registered manager told us it was recognised when there may be staff differences, they worked together to ensure this did not impact on the care provided to people. This was because any challenges were discussed and worked through.

The management team and staff told us how they shared positive relationships with other professionals involved in people’s care. This included the GP surgery and district nurses. Information was provided to other professionals to ensure people received a consistent service. This included a summary of the care plan if people required for example a hospital admission.

Staff from the GP surgery undertook weekly calls to the service, the deputy manager told us that the GP had been in contact, and they would be visiting fortnightly going forward, as well as the weekly visits. The manager of the district nursing team had a monthly meeting with the registered manager to discuss people’s wellbeing and how the district nursing team and the service were working together. All of this contributed to positive working relationships where information about people and their wellbeing was shared between teams to ensure partnership working where people received a consistent and joined up service.

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.

There were several forms of exercise that people could participate in to keep fit and stay healthy, this included ballet classes. During our second visit we saw people doing exercise to disco music, they were smiling and singing along, as well as choosing the music. Care staff came in and out of the room and joined in as they were passing. Newsletters were provided to people and relatives updating on what was happening in the service. The February 2026 newsletter included information about people’s fitness goals for the year.

Staff made referrals to the appropriate health care professionals, including their GP and district nurses. In addition, where required people were supported to access dentists, opticians and chiropodists. People told us they had access to health care professionals when needed.

People’s weights were kept under review and actions taken when people were at risk of losing weight, including referrals to a dietician and the provision of a fortified diet to help reach and/or maintain a healthy weight.

A staff member told us a person’s relative had asked for more fresh fruit to be provided, as a result in addition to the usual access to fresh fruit, a fruit platter was available. We saw people being served their choices from this platter.

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.

The management team monitored the care provided, including records and comments from people. In addition, the deputy manager worked care shifts to help them continuously assess the care being provided by staff. Where guidance had been received from health care professionals, this was monitored to ensure people were receiving the care they needed, including the effectiveness of the changes.

Injuries were monitored, and reported appropriately.

There had been concerns received relating to oral care, as a result the monitoring of the provision of oral care had increased, with the senior staff checking daily that people were receiving this support.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

During our inspection we saw staff asked for people’s consent before providing any support. People told us they chose what they wanted to do, and the staff listened and acted on what they said.

People’s capacity to make decisions was assessed and where people required support to make decisions in their best interests this was recorded. Where people had appointed someone to assist them in making decisions, this was kept on file.

The service was working in line with the Mental Capacity Act 2005 (MCA) and where people lacked the capacity to consent Deprivation of Liberty Safeguards (DoLS) were applied for and these were kept under review to ensure any restrictions on a person’s liberty were lawful. Staff had received training in MCA and DoLS.