Oldham 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. This is the first assessment for this newly registered 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 Statement of Purpose which set out the vision of the service: ‘The care provision at Oldham House encompasses a holistic, personalised approach, which is sensitive to the needs of each resident.’ Through our discussions with the registered manager we saw they were working hard to promote this way of working.

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.

Everyone spoke positively about the way the service was managed. A relative said, "The [registered] manager is nice and good at the job. I feel if I had any problems I could raise them with her. All the team here go above and beyond I've found." One person told us, "The [registered] manager is easy to talk to. I can have a laugh with her. She is a person that I like."

The registered manager was knowledgeable and well-qualified for managing the service. They understood their role and responsibilities and what was expected of them. They were aware of the types of significant events which they were required to notify CQC about and records showed the service had submitted notifications to CQC where needed.

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

The provider had an up-to-date whistleblowing policy which staff confirmed was in place and on display, should they wish to raise concerns about the home or management. When asked, staff were able to explain what they would do if they needed to escalate concerns.

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 understood the importance of promoting an inclusive workplace, where staff were treated equally and fairly. Policies were in place to ensure equality and diversity were promoted in the workplace and opportunities were offered equally throughout 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.

There was good oversight of the service. The provider used an electronic system for completing audits and quality monitoring processes. Where issues or gaps in practice were noted, an action plan was generated. Management and the provider had oversight of all actions and were notified via automated email when actions had been completed and required review and sign off. Any actions which were not quickly resolved, were added to the home’s service improvement plan

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 registered manager worked actively with a number of professionals, including commissioners, physiotherapists, and social workers to ensure people received appropriate care and support.

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.

When incidents, accidents or complaints had occurred, investigations had been carried out to understand the cause and see if anything could be done differently in the future.