Oban House Residential Care Home

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 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.

The registered manager and staff shared a common understanding of what good care looked like, and how they should work together to achieve it. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported to continue achieving it. Staff believed in the positive impact they could have in people’s lives. The registered manager told us, “We want to give people the best care we can, all through the day. They want for nothing.” People, their representatives and external professionals felt the service was well-led, with the registered manager being visible and accountable. Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

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 told us, “We support all the staff, there is respect both ways.” Staff spoke highly of the management team. One member of staff told us, “The managers are very good. They’re supportive mentally, emotionally and physically. If I'm not well, they won't push me, and the team are very helpful.”

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

The service had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing. The registered manager told us the service actively supported staff to speak up with any concerns. Staff confirmed this. One member of staff told us, “We’re encouraged to raise any concerns or ideas we have.”

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 registered manager and all the staff we spoke with told us the service was inclusive and they were treated with respect. Policies and procedures supported diversity and inclusion within the service.

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.

Quality assurance processes were in place, designed to give an effective overview of quality of the service and identifying any shortfalls. The management at the service had implemented and maintained systems of governance and audit.

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 service had a good relationship with external professionals. Staff said health professionals visited the service regularly and would carry out reviews and training when needed. Health professionals spoke positively of staff, and explained how they engaged with and followed professional guidance to meet people’s needs. One health professional told us, “When I visit Oban House, I find that the staff and management make every effort to sit with and interact with the residents. They give residents time and opportunity to express themselves and demonstrate a genuine understanding of their individual needs. Overall, I find the staff to be confident, competent, and committed in the roles they undertake. Their knowledge of the residents, communication with the surgery, and prompt response to concerns contribute significantly to ensuring that the patients receive safe, appropriate, and person-centred care.” People were supported to access the local community, and they received regular visitors and correspondence.

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.

Staff were encouraged to develop their skills and learning so they could provide the most appropriate care for people using up-to-date best practice guidelines. The registered manager described training opportunities for staff, and how staff and leaders were supported to learn and increase their skills and knowledge. Further training was also available from external professionals to ensure staff could meet people’s needs. A member of staff said, “We have lots of training on offer, I’ve done some training recently. I feel confident in my role.”