The Gables Care Home

Updated 3 December 2020

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.

As part of CQC’s response to the coronavirus pandemic we are conducting a thematic review of infection control and prevention measures in care homes.

The service was selected to take part in this thematic review which is seeking to identify examples of good practice in infection prevention and control.

This inspection took place on 6 November 2020 and was announced.

Updated 3 December 2020

This inspection of The Gables Care Home took place on 31 May 2018 and was unannounced.

The Gables Care Home is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

The care home accommodates up to 49 people in a two-storey property. The original listed building has been extended to include additional accommodation. There were 29 people living at the home at the time of our inspection visit.

At the last inspection in January 2016, the service was rated 'Good'. At this inspection, we found the service remained 'Good' as the evidence continued to support the rating of good and there was no evidence or information from our inspection and ongoing monitoring that demonstrated any risks or concerns. This inspection report is written in a shorter format because our overall rating of the service has not changed since our last inspection.

There was a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

The service is rated as good as the provider and registered manager had maintained the standard and quality of care that people received.

The service was safe as people were supported by staff who were knowledgeable about safeguarding and its reporting processes. Risk assessments were in place and these promoted people to make decisions about their safety. Systems were in place including policies and staff training about infection prevention and control. A sufficient number of staff had been recruited safely and they were deployed in a way which met people's needs in a timely manner. Actions were taken to learn any lessons when things did not always go as planned. Medicines were administered as prescribed and they were managed safely.

The service was effective as people received a service that met their assessed needs by staff who had been trained to have the skills they needed. People were supported with their eating and drinking to achieve a healthy lifestyle. Staff enabled and supported people to access healthcare services when this was required. The registered manager and staff team worked with other organisations to help ensure that people's care was coordinated and person centred. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

The service was caring as people’s needs were met in a kind, considerate and compassionate way. People were made to feel they mattered by staff who put people first and foremost. People were involved in their care and staff promoted their independence in a way which helped ensure each person had equal opportunities. Staff knew the people they cared for well and respected people’s privacy and dignity.

People received a responsive service. Staff used their skills to support each person with a huge variety of meaningful stimulation. This gave people many opportunities for them to be able to reminisce about their pasts. Staff encouraged people to retain their independence and uphold people's dignity. People were completely involved in their care by staff who responded wholly appropriately to each person’s preferences. Staff ensured that people's well-being and active community engagement was enabled in a way which made a huge difference to people’s lives.

The service and its staff team supported people to feel good about themselves and to have positive emotions by encouraging people to stay active and socialise with others. There were regular planned pastimes for people as well as other spontaneous activities, which completely considered people's individual interests and hobbies and this helped prevent social isolation. Concerns were responded to before they became a complaint. Staff worked well with other stakeholders to ensure that peoples end of life care was well managed and this helped ensure people could have a dignified death.

The service was well-led as the registered manager led by example and fostered an open and honest culture within their staff team. Quality assurance, audit and governance systems were effective in driving improvements. Staff were given the means to achieve their potential including regular support and training which was based on each staff member’s role. Staff were reminded of their responsibilities and this made a positive difference to the quality of people’s lives. People, staff and external stakeholders had a real say in how the service was run and their views influenced changes. Continuous improvement was seen by all staff groups as a day to day activity where people came first and foremost. The registered manager and their staff team worked in harmony with other organisations.

Further information is in the detailed findings below.