OSJCT Gregory House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Outstanding. At this assessment the rating has remained Outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 93 (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 was exceptional at making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s care plans were highly personalised and reflected not only their needs, but also their preferences, life histories, and what was important to them, ensuring care was delivered in a way that was meaningful and centred around each individual. The registered manager and staff team gathered detailed information about people and used this creatively to ensure individuals’ skills, interests, and life experiences were recognised and valued. For example, one person who was a talented artist had their work celebrated through an art exhibition organised at the service. Through this they were able to raise money for a charity of their choice and were invited onto a local radio station to talk about the initiative. Another person, who had previously worked as a journalist, was supported to write a review of the exhibition for a local newspaper, while a third person, who had experience in editing, was invited to review and refine the article. This inclusive and thoughtful approach enabled people to maintain a sense of purpose, identity, and contribution within the service. As a result, people experienced care that truly recognised and celebrated their individuality, talents, and life experiences, enabling them to maintain a strong sense of identity, purpose, and belonging while significantly enhancing their confidence, emotional wellbeing, and overall quality of life.

The provider had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The registered manager and team demonstrated an excellent understanding of people’s complex health and social care needs, working closely with the local GP and community nursing teams to deliver joined‑up, responsive care. Regular on-site nurse practitioner clinics enabled timely reviews and proactive management of emerging concerns. A strong example was their support for a person living with severe arthritis pain; respecting the person’s preference to remain in bed, the team worked persistently with multiple professionals to source and trial specialist beds and equipment to improve comfort and dignity.

This approach was further strengthened by access to specialist in‑house expertise through the provider’s specialist nursing team, Admiral Nurses, who provided ongoing guidance across key areas including dementia, diabetes, falls and end-of-life care. This demonstrated how the service’s persistence and strong partnership working led to improved comfort, dignity and overall wellbeing for the person, ensuring their wishes were respected while effectively managing their complex needs.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People were consistently provided with information in formats they could understand, reflecting a strong commitment to the Accessible Information Standard. The provider used a range of tailored communication tools, including picture cards to effectively support individuals with specific communication needs, as well as large print documents and clear visual posters on topics relevant to people’s interests, such as activities and available services. Staff had access to a variety of resources to adapt information to individual preferences such as talking books, braille or a translation service and were confident in using these to ensure people could engage fully with their care and daily lives.

We saw people had their hearing aids in and glasses on when they needed them and the information on individuals’ communication needs were clearly recorded in their care plans. This proactive and inclusive approach ensured people received accurate, meaningful information in ways that promoted understanding, independence, and involvement in decision-making.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

The registered manager demonstrated an exceptional commitment to co-production and meaningful engagement by actively involving people in decisions about how the service was delivered. For example, when recruiting a new cook, candidates took part in a practical “cook-off” as part of the interview process. People living at the service played a central role by sampling the dishes and sharing their views and preferences. Their feedback was highly valued and directly informed the final recruitment decision. This innovative approach ensured people had a genuine and influential voice in shaping their daily experience.

This culture of inclusion and responsiveness was consistently evident across the service. People and their relatives reported they felt confident to raise concerns and were listened to, with issues addressed promptly and effectively. One person told us, “A proper complaint has never been necessary over the years, as any issues are quickly sorted.” Another person said, “I haven’t got any problems because the staff sort everything out.”

The provider demonstrated a strong commitment to shared decision-making; for example, when a person experienced repeated disruption to their privacy, the registered manager worked in partnership with them to develop a personalised solution. This resulted in the installation of a keypad lock on their bedroom door, which maintained both their independence and access to care.

Regular resident and relative meetings provided meaningful opportunities for people to share ideas and influence how the service operated. Feedback was consistently acted upon, with clear examples of improvements made to décor and menu choices. This created a strong and visible “you said, we did” culture. The complaints process was accessible and well understood, and people were supported by named staff members from the point of admission, promoting continuity, trust, and open communication.

People felt genuinely heard, valued, and empowered, resulting in a highly responsive service where feedback consistently led to meaningful and sustained improvements in their daily lives.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People were supported to safely and promptly access healthcare services, including GPs, district nurses, and both emergency and routine hospital care. Each person had an up-to-date emergency admission pack in place, containing essential information about their health conditions, care needs, communication preferences, and support requirements. This ensured continuity of care and enabled hospital staff to respond effectively if admission was required.

The provider worked proactively in partnership with healthcare professionals to deliver coordinated care. For example, records showed how staff worked closely with district nurses to support a person with an ongoing wound infection. There was clear evidence of regular communication, joint planning, and timely escalation of concerns. The team ensured specialist input was sought at the appropriate time, which contributed to a positive outcome for the person. This demonstrated a joined-up, responsive approach that reduced the risk of deterioration and promoted people’s wellbeing.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff and leaders demonstrated innovative and highly effective approaches to understanding and responding to people who were at risk of inequality in their experience due to communication or cognitive needs. For example, staff provided exceptionally personalised support to a person who was unable to express their needs verbally. They had developed a detailed understanding of the person’s body language, gestures, and behaviours, enabling them to anticipate needs with accuracy. Staff could recognise subtle signs indicating when the person required support, such as needing to use the toilet or wanting quiet time away from stimulation. This proactive, intuitive approach ensured the person’s dignity, comfort, and emotional wellbeing were consistently maintained.

Similarly, staff showed a commitment to reducing anxiety and promoting understanding for a person who was worried about their finances. A staff member took the time to obtain a clear, accessible printout of the person’s financial information. They checked the person’s understanding and provided reassurance, helping to alleviate distress and build confidence. These approaches reflected a wider culture where staff consistently recognised people as experts in their own needs and adapted care creatively to promote inclusion and independence. As a result, people who may otherwise have experienced inequality received highly personalised support that reduced distress, improved confidence and ensured they experienced the same positive outcomes as others using the service.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

People experienced exceptionally compassionate, dignified, and person-centred care at the end of their lives, which consistently reflected their individual wishes and preferences. The provider had developed a highly effective approach to advance care planning; people’s views, and those of their loved ones, were sensitively explored and clearly documented within detailed care plans. These plans captured what mattered most to people, including who was important to them, where they wished to spend their final days, and how they wanted to be supported physically, emotionally, and spiritually. This had a significant and positive impact on people and their families, ensuring people experienced a peaceful and dignified end of life in line with their wishes, while reducing uncertainty and providing comfort and reassurance to those important to them.

Without exception, staff demonstrated a deeply caring and inclusive culture, ensuring that people were never alone and that their emotional wellbeing, and that of those close to them, was prioritised. For example, one person who had lived at the service for many years had formed strong, meaningful relationships with both their relative and other people living at the home. As the person approached the end of their life, staff and fellow residents came together in an exceptionally compassionate way, taking turns to sit with the person and support their relative. This ensured the person was never alone and created a shared sense of comfort, dignity, and community. It also enabled other people living at the service to feel involved and supported in processing their grief and loss.

Leaders and staff went above and beyond to ensure people were treated with the utmost respect, even after death. For example, with permission from their relatives when a person’s funeral was arranged, the registered manager thoughtfully organised for the funeral corteges to pass by the service. This enabled those who were unable to attend a funeral, including staff and people living at the home, to pay their respects and say goodbye in a meaningful and inclusive way. This reflected an exceptional, value-driven culture where relationships, compassion, and dignity were at the heart of care delivery.