Red Gables

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.

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 service 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. At the last inspection we found that people had not always been referred to in care plans in a dignified way. During this assessment we found one example of this, which we discussed with the manager who took immediate action to rectify this. Our interactions and observations of staff were positive and indicated people were referred to appropriately and staff spoke positively about people. Staff told us the visions and values of the service were to “Make sure we treat everyone as an individual”, “Keep people we support as independent as possible” and to “encourage the person to do as much as they can and not do it for them.”

The service 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. There were improvements since the last inspection. Staff now felt able to raise concerns with the manager which would then be acted upon, potential safeguarding concerns were escalated to the appropriate authorities and appropriate statutory notifications had been submitted to CQC. Staff felt supported and were positive about the management. Comments included, “(Registered manager) is amazing, very approachable and understanding” and “(Registered manager) and (Operations manager) listen, they are great.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistle blowing policy in place, and staff spoken to felt able to raise concerns and were confident action would be taken. Staff told us there was regular engagement with people and their relatives to review the support they received. This included a yearly person centred review and monthly meetings where people were supported to set goals and to live the life they chose.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff spoken with felt they were treated fairly and equally.

The service 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. The service was meeting the principles of right support, right care, right culture. People were supported to live the life they chose, with good access to local communities. There was a schedule of quality assurance systems in place which supported the management team’s review of the quality of the service delivery.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. One professional told us, “I like working with them, as they run the home well and work well with us.”

The service 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. One professional told us they shared information and learning with them regarding, “How a desensitization strategy is working and how being creative in the approach works.” They actively contributed to safe, effective practice and research. The registered manager was aware of the Learning from Deaths Mortality Review (LeDeR) Programme explaining a recent review that had taken place.