Grey Gables

Systems were in place to manage safeguarding incidents and staff were trained in safeguarding people from the risk of abuse. There was a learning culture in place that identified themes, trends and lessons learned from incidents. There were sufficient numbers of suitably trained staff to meet people’s needs. The environment people lived in was safe and medicines were managed, stored and administered safely.

People’s needs were assessed, and care and support were delivered in line with current standards to achieve effective outcomes. People were supported to access healthcare services and were actively involved in their meal planning. Care records reflected this. Mental capacity assessments and best interest decisions had been completed in line with best practice. People were supported to make their own choices and staff understood the need for consent.

People and their relatives consistently told us they were supported and treated well. People were encouraged to express their views and make decisions about their care. People’s privacy, dignity and independence was respected and promoted. We observed people to be treated with kindness and compassion throughout our visit and staff were seen to talk to people with patience and consideration. People were actively encouraged to undertake meaningful activity and analysis was carried out to ensure people were doing things they enjoyed. The registered manager had a great focus on promoting staff wellbeing.

People’s communication needs were being considered and people were being cared for in a person-centred way. Documents were available in different formats to ensure they were accessible for all. Complaints were responded to, and detailed analysis completed. Advocates were actively involved in people’s care and support. Staff felt people living at this service were happy and cared for well.

There was a range of audits in place to monitor and improve the quality and safety of the service. The culture of the service was open, honest and positive. Staff felt the registered manager listened and acted on concerns. Staff wellbeing was actively promoted, and lessons learnt were shared during staff meetings and supervisions. Partners felt the registered manager acted on feedback and implemented changes when needed. Staff felt supported in their role and there was a range of policies in place for staff to access.