The Gables Retirement 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 requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last inspection the provider was in breach of the legal regulation in relation to good governance. At this inspection improvements had been made, and the provider was no longer in breach of this regulation.

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. Since our last inspection, effective action had been taken to address the culture within the service. A new manager was in post, and policies and procedures had been reviewed, updated and communicated. Staff spoken with shared the provider’s values. They reported an improved morale within the staff team, and that this had impacted positively on the care provided. One staff member told us, “We do our best to make our residents safe, focusing on quality care, focusing on effective communication. We are doing our work with courage, compassion and commitment.”

Since our last inspection, a new manager was in post. They were working through a comprehensive 12-week induction, which supported them to understand their role and key priorities for the service, including our last inspection findings. They demonstrated a sound understanding of their regulatory responsibilities. The manager told us they felt supported by the provider and compliance manager.

We received positive feedback on the new manager. Staff described them as visible, approachable and supportive. One staff member told us, “[Manager] is very friendly and dedicated to their role and responsibilities.” We saw them engage with people, and relatives felt they took a genuine interest in people using the service.

The provider had worked to foster a positive culture where people felt their voice would be heard. Staff felt changes in leadership had led to them feeling safe to speak up. One staff member told us, “[Manager] is always approachable and supports everyone in the best possible way. Any concerns raised by me or other staff members are heard and worked on.” Another shared, “We have deputy, manager, compliance manager, HR, CQC, we know who to whistle blow to and we would be supported.” Relevant policies and procedures were in place to support staff, people and relatives to raise issues. Whistle-blowing was discussed at staff team meetings.

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 reported an improvement in the culture within the service, and concerns about discrimination had been listened to and taken seriously. One staff member told us, “As of now we are feeling safe with our new manager. This means we can focus on our work rather than extra mentally affecting things.”

At this inspection, governance systems had been improved and now provided an organised and clear picture of key risk areas within the service. For example, regular medicine audits and checks had been implemented to ensure robust oversight of medicines. Audits generated action plans and monitored to ensure action was taken where areas for improvement were identified.

Leaders within the organisation worked collaboratively, and shared information about risk.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. At this inspection we found the provider was responsive to partner agencies feedback, addressing areas for improvement when raised.

The provider engaged locally and nationally to raise awareness and share learning with the adult social care sector.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Since our last inspection, the provider took responsive action to address our findings. They worked transparently and collaboratively with all relevant stakeholders to drive improvement. Staff felt involved in the changes and felt positive about the direction of travel for the service. They confirmed they had been made aware of our last inspection findings. This ensured staff were informed of where improvements were required, and how these were going to be achieved. Comprehensive action plans were in place and regularly reviewed and updated to monitor the quality of the service, and ensure people received safe and effective care.