Ontra Healthcare

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.

This is the first assessment for this service. This key question has been rated 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.

The provider had a clear and well-defined vision that was shared and understood across the management team and staff. This vision focused on promoting people’s independence, offering meaningful choice, and supporting people to engage in activities that were important to them.

Staff told us leaders were compassionate and supportive, and that they felt valued, listened to and respected in their roles. This created a positive culture within the service where both staff and people were empowered, and care was delivered in a person‑centred and inclusive way.

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.

People and staff found leaders to be supportive, approachable and visible, the registered manager took a hands-on approach to supporting people who used the service and staff. One staff member told us, “For the first time while working in care I can breathe, and I am working in a place where I am listened to and don’t dread coming to work. I wake up looking forward going to work.”

Another staff member told us, “We work well as a team, and there is a good rapport between staff and management. They make me feel valued and listen to my concerns and views.”

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

Staff were confident in how to raise concerns and understood the whistleblowing process. They told us they felt able to speak up and the management team listened to them. A senior manager told us, “We don't shy away from managing conflict and uncomfortable conversations. Staff can challenge some of our decisions which we are not averse to.”

The provider had a range of systems in place to encourage open communication. These included staff surveys, supervisions and staff meetings, which gave staff opportunities to share their views and discuss any concerns.

One staff member we spoke with told us, “Whenever I have an issue and I call [manager], [they] are always approachable and [they] listen. [Manager] will advise you on how best to handle a situation. You go feeling better than when you approached [them]. It’s so easy for me to call [manager]. The senior team are like that.”

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 had completed mandatory training in equality and diversity and had a policy in place which supported their understanding of how to promote inclusive practice and challenge discrimination.

Staff told us they felt they were treated equally.

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 robust auditing processes and governance systems in place to monitor the quality and safety of the service. Regular spot checks were also completed with staff to ensure they continued to meet the service’s expectations. These audits, systems and processes provided the registered manager with clear oversight of the service and people’s experiences.

The provider had effective systems to identify issues, respond promptly to concerns and ensure people consistently received safe, high‑quality care. Where audits had identified concerns, these were actioned without delay and shared with staff during team meetings.

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.

The provider worked with other healthcare professionals and shared information when required to help ensure outcomes were positive for people using the service.

We received positive feedback from external professionals. One professional told us, “I would say I have a good working relationship with staff at Ontra and the manager is always available. Any recommendations that have been made are always implemented.”

The provider 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. They actively contributed to safe, effective practice and research.

Leaders placed a strong emphasis on learning and innovationand demonstrated a clear passion for driving continuous improvement within the service. When challenges arose or things went wrong, they were open and transparent and took appropriate action to address any shortfalls. Learning and improvements were discussed in detail in team meetings, and lessons learnt were shared with staff.

Senior leaders expressed a clear commitment to staff development, including supporting staff to gain new skills, build confidence, and progress into more senior roles.