OSJCT Gregory 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 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 Outstanding. At this assessment the rating has remained Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The registered manager and staff demonstrated a strong and shared understanding of the provider’s values of caring for, respecting, and empowering people. These values were consistently embedded in everyday practice, and examples throughout this report show how the registered manager and staff team brought them to life in meaningful and person-centred ways.

There was a strong, values-driven culture where people and their relatives were genuinely valued and respected. The registered manager spoke with exceptional knowledge about the people they supported, including their life histories, achievements, interests, and what mattered most to them. This depth of understanding enabled highly personalised care that went beyond meeting needs to significantly enhance people’s quality of life.

This knowledge was thoughtfully incorporated into detailed, person-centred care plans, ensuring staff had the information and confidence to support people in ways that were meaningful and individual to them. As a result, people consistently experienced care that was responsive, respectful, and tailored, enabling people to feel recognised as individuals, maintain their identity and to live fulfilling and meaningful lives.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The provider demonstrated a strong commitment to recognising and celebrating effective leadership across its services. The registered manager had received a company recognition award in acknowledgement of their exceptional leadership and commitment to delivering highly personalised care. This recognition reflected their consistent focus on achieving positive outcomes for people and supporting and developing the staff team, as well as their ability to identify and nurture individual strengths.

The registered manager had created a highly positive and empowering culture, where staff were recognised as individuals and encouraged to develop their skills and interests. There were clear examples of how the manager had supported staff to grow in confidence and competence by assigning key roles aligned to their strengths, such as champions in key areas of care. These roles were supported through structured training, guidance, and ongoing encouragement, enabling staff to take ownership and lead on specific aspects of care delivery. One member of staff said, “[Registered Manager] is easy to talk to and always ready to help you. Very encouraging if you want to learn more about different aspects of care.”

This approach fostered a motivated, skilled and confident workforce who were committed to delivering high-quality care. As a result, people consistently received care from staff who knew them well, responded effectively to their needs and were empowered to provide personalised support.

The service benefitted from a strong values driven culture where staff felt valued, and inspired which translated into improved experiences and outcomes for people.

The provider was exceptional at fostering a positive culture where staff knew they could speak up and their voice would be heard.

The provider had developed a highly open, transparent and inclusive culture where staff felt confident and empowered to speak up. The registered manager promoted an open-door approach, which was consistently mirrored by deputy managers, ensuring leadership was visible, accessible and responsive at all levels. Staff confirmed there were multiple opportunities to raise concerns and share ideas, including regular supervision, frequent staff meetings, handovers and informal day-to-day conversations.

Feedback from staff demonstrated that these opportunities were meaningful and consistently used. Staff described meetings as regular and useful, with one stating they attended all meetings and that the manager “does try her best to get things we suggest changed.” Others highlighted that concerns were addressed, and communication was ongoing through team meetings, virtual discussions and daily interactions. Some staff described being able to raise issues “whenever I want – everyday,” reflecting a culture where speaking up was embedded in daily practice rather than limited to formal processes.

The provider further strengthened this culture through staff surveys and feedback mechanisms, ensuring all voices were heard and acted upon. Importantly, there was clear evidence that feedback led to change, demonstrating a strong “you said, we did” approach. This created a continuous cycle of communication, action and improvement, where staff were not only encouraged to speak up but could see that their input influenced practice and enhanced the quality and safety of care.

This approach was well embedded within the provider’s wider governance framework, with themes from staff feedback informing service improvements, risk management and learning. As a result, speaking up directly contributed to identifying and reducing risk, improving care delivery and driving continuous improvement. This demonstrated a mature, psychologically safe culture where openness and learning were integral to delivering high-quality, safe and effective care.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider demonstrated a strong and sustained commitment to valuing diversity within its workforce, creating an exceptionally inclusive, fair, and supportive culture where staff felt respected, valued, and able to thrive. The registered manager recognised and celebrated the unique strengths, backgrounds, and contributions of staff, fostering a strong sense of belonging and teamwork. Staff consistently described the service as a positive and inclusive place to work, with one member of staff telling us, “Yes – I love it. I like the people, staff, residents. I can’t think of any negatives.” Another said, “It is a good place to work. I enjoy having a supportive team. Nothing I don’t like.”

The registered manager played a key role in nurturing this culture by recognising individual skills and supporting staff to grow and develop. This created a motivated workforce who felt trusted and empowered. Staff spoke warmly about the team culture, describing it as inclusive and family-like. One member of staff told us, “Yes, I like it because it’s like a family – we have a laugh, we get to know everyone and there’s always something happening here. Nothing I don’t like.”

The registered manager actively promoted equality and fairness, ensuring all staff had access to the same opportunities and were supported in a way that recognised their individual circumstances and needs. This equitable approach contributed to high levels of staff satisfaction and retention. Staff described feeling part of a cohesive and supportive team, with one stating, “Yes. Working with a brilliant team like a family.”

Overall, the provider had created a workplace culture that was deeply inclusive, respectful, and empowering. This positive environment enabled staff to feel confident, valued, and able to deliver high-quality, person-centred care.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had established clear roles, responsibilities, and highly effective governance systems, which ensured the consistent delivery of safe, high-quality, and sustainable care. There was excellent oversight of the service from the provider’s management team, including regular input and support from the operational manager, quality assurance team, and specialist clinical support through Admiral Nurses. This multi-layered approach provided both robust scrutiny and expert guidance, enabling the service to continuously improve and respond proactively to people’s needs.

The registered manager demonstrated a clear understanding of their role and responsibilities and provided strong, visible leadership on a day-to-day basis. Their leadership was recognised at organisational level, having been named a finalist in the provider’s national leadership awards, reflecting the positive impact and high regard for their leadership across the wider organisation. Comprehensive auditing and monitoring systems were fully embedded in practice and used effectively to drive improvement. For example, robust medication audits had led to measurable improvements in medicines management, resulting in safer administration and reduced risk for people.

Leaders showed strong oversight and planning when managing change. During the inspection, the provider had recently transitioned to a new medicines' supplier. The registered manager demonstrated how they had carefully monitored and reviewed this process to minimise disruption and ensure a smooth and safe transition for people, with no negative impact on their care. This included close tracking of stock, clear communication with staff, and rapid response to any emerging issues.

The service made effective use of information to improve care. For example, analysis of falls had led the registered manager and staff team to review working practices and introduce targeted, person-centred changes to people’s routines and support. These proactive measures resulted in a reduction in falls and improved safety and confidence for people, demonstrating a responsive and learning-focused approach to risk management.

Information was accurately recorded, securely maintained, and shared appropriately with relevant professionals to support coordinated care. Governance systems were fully embedded and consistently used to monitor performance, manage risk and drive continuous improvement. As a result, people experienced safe, well-coordinated care and benefitted from a service that was responsive, consistently improving and focused on achieving positive outcomes.

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

The registered manager demonstrated exceptional, values-driven leadership, working collaboratively with people, relatives, staff, and professionals to consistently achieve meaningful improvements in people’s lives. Their open, honest, and transparent approach fostered strong relationships built on trust and respect, ensuring people benefited from coordinated and responsive support.

They showed a highly proactive and innovative approach to community engagement, recognising its importance in promoting wellbeing and inclusion. For example, the service joined the Veteran Friendly Framework, providing access to specialist support networks, including visits from the Armed Forces Covenant Officer, counselling services, and support with future planning. People were also actively supported to attend community events such as coffee mornings, helping to maintain social connections and a sense of belonging.

The registered manager further developed strong community links by organising initiatives such as hosting local firefighters and working with college apprentices to enhance the garden, promoting a shared sense of purpose. People were supported to take part in local events, such as Christmas parades, enabling them to remain visible and connected members of their community

Strong partnership working also ensured improved access to healthcare, with professionals such as dentists, chiropodists, and opticians visiting the service when people were unable to attend appointments, ensuring timely access to care and reducing the risk of unmet health needs.

This proactive, outward‑looking approach had a significant and positive impact on people’s lives. People experienced reduced isolation, improved access to services and greater opportunities to remain engaged in their communities, resulting in enhanced wellbeing, independence and overall quality of life.

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

The registered manager demonstrated exceptional, values-driven leadership, working collaboratively with people, relatives, staff, and professionals to consistently achieve meaningful improvements in people’s lives. Their open, honest, and transparent approach fostered strong relationships built on trust and respect, ensuring people benefited from coordinated and responsive support.

They showed a highly proactive and innovative approach to community engagement, recognising its importance in promoting wellbeing and inclusion. For example, the service joined the Veteran Friendly Framework, providing access to specialist support networks, including visits from the Armed Forces Covenant Officer, counselling services, and support with future planning. People were also actively supported to attend community events such as coffee mornings, helping to maintain social connections and a sense of belonging.

The registered manager further developed strong community links by organising initiatives such as hosting local firefighters and working with college apprentices to enhance the garden, promoting a shared sense of purpose. People were supported to take part in local events, such as Christmas parades, enabling them to remain visible and connected members of their community

Strong partnership working also ensured improved access to healthcare, with professionals such as dentists, chiropodists, and opticians visiting the service when people were unable to attend appointments, ensuring timely access to care and reducing the risk of unmet health needs.

This proactive, outward‑looking approach had a significant and positive impact on people’s lives. People experienced reduced isolation, improved access to services and greater opportunities to remain engaged in their communities, resulting in enhanced wellbeing, independence and overall quality of life.

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

The provider demonstrated a strong and embedded commitment to continuous learning, innovation, and improvement across the service and wider system. Leaders and staff consistently used audits, feedback, and outcomes data to reflect on practice and drive meaningful improvements. The registered manager’s multi-disciplinary approach to reviewing incidents ensured staff were fully involved in learning from events. Their supportive and open leadership style enabled staff to reflect honestly on practice, identify areas for improvement, and implement changes confidently. This created a positive and mature learning culture where staff felt empowered to improve practice, leading to sustained improvements in care and safer outcomes for people.

The service actively encouraged creative and innovative approaches to enhance people’s quality of life and promote equality of experience and outcomes. Initiatives such as the development of a wildlife-friendly garden, supported by external organisations, and the use of wildlife cameras provided meaningful stimulating activities tailored to people’s interests. This supported engagement, reduced social isolation and enhanced people’s emotional wellbeing.

Staff also supported individuals to maintain valued routines and roles, ensuring care was both personalised and empowering.

Leaders worked collaboratively with external professionals, including Admiral Nurses and other healthcare partners, to ensure care reflected current best practice and specialist knowledge. The service had recently changed its medicines provider as part of the trust’s pilot scheme. The registered manager demonstrated effective oversight of this transition, working closely with relevant stakeholders to address any initial issues. This partnership approach enabled timely access to expert input and improved outcomes for people with complex needs. Staff at all levels were encouraged to contribute ideas and take ownership of improvements, creating a positive culture where innovation and learning were integral to everyday practice.

This strong learning and innovation culture resulted in continuous, measurable and sustained improvements to care, with learning consistently translated into practice, leading to better experiences, increased engagement and improved outcomes for people.