Ottley House

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 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 good. At this assessment the rating has remained 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 provider 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.

People, relatives and staff were engaged in discussions and decisions about the running of Ottley House. This included regular surveys, resident and relative meetings and staff engagement meetings.

The provider 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.

The registered manager was open and transparent and was committed to making improvements. They had the skills and experience to lead effectively and were supported by the provider’s senior management team who regularly visited the home. The provider’s vision and values were shared with the management and staff team. A relative told us, “[Name of registered manager] is regularly seen in Ottley House stopping to take time to speak and spend time with the residents and relatives.” A staff member said, “I feel supported in my role by management, they are always around and I feel comfortable approaching them if I have any concerns. Management will help out if we get busy, it’s a good team.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and their relatives felt confident in raising any concerns. One person said, “[Name of registered manager] is the manager. Their door is always open, and I would approach them if needed. They do the rounds like a matron. I have given suggestions, and they do listen to me.” Another person told us, “I would be able to approach the manager and the staff if I had concerns but they come to visit me quite a lot anyway. I don’t think they could do anything better here, everything is fine and if I need anything, they’re always there.” There was a whistleblowing policy in place which was understood by staff. There were also out of hours contact details for staff. Staff views were encouraged through regular meetings, supervisions and feedback surveys.

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.

The culture of the service was continuously reviewed through regular meetings, supervisions and feedback surveys. Staff received training about equality and diversity and the provider had policies in place.

The provider 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.

There were a range of audits and checks in place which were effective in identifying areas for improvements. Action plans were developed and monitored to ensure improvements were actioned and embedded. The provider had a clear oversight of any improvements required.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

People’s holistic needs were met as external professionals worked with the staff team to ensure people’s changing needs were met. Safe practices were in place and followed to ensure people accessed external professional services as needed. The registered manager confirmed they worked in partnership with visiting professionals.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe, effective practice and research.

There were an extensive range of audits and checks in place to monitor and improve the quality and safety of the service provided. The management team reviewed incidents, accidents or near miss occurrences to see if anything could be done to improve people’s experience of care.