Oldbury Grange Nursing 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

There was an open and positive culture where staff felt supported and confident in speaking up. There were effective systems in place to monitor and improve the safety and quality of the service people received. There was a culture of learning when things went wrong. People’s views were valued and the positive culture 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.

There was a positive culture amongst staff which was led by the manager. The manager spoke passionately about the staff team and of the people who lived at the home and of their vision for the home. Staff spoke very positively about the manager. One member of staff said, “[Name of manager] is always out on the floor and knows what is going on and how the residents are which is positive. Things have really improved since [name of manager] has been here. They always have an open door and has developed a good relationship with staff.”

Learning from audits, complaints and feedback from people, relatives and external professionals’ visits were shared with staff at regular meetings.

The manager led by example and promoted a positive and inclusive culture where staff felt supported and valued. A member of staff said, “[Name of manager] is amazing and so supportive. We all work well as a team and it feels more like family.”

There were effective systems in place to support the manager in their role. Staff were supported through regular supervisions where they could discuss their role and performance. There was a programme in place which recognised and rewarded staff who had gone above and beyond in their role. Nominations were made by people and the staff team.

Staff knew how to raise concerns and were confident action would be taken. Staff told us their views were encouraged and listened to. A member of staff said, “We are encouraged to make suggestions which are taken into account. For example, I suggested a nurse was present for the GP round. This was done and it has been really helpful.”

There was a whistleblowing policy in place which was understood by staff. The manager was open and approachable and made themselves available to staff when needed. Staff views were encouraged through regular meetings, supervisions and feedback surveys.

Staff told us they were treated fairly in their workplace and were well supported in their role. A member of staff explained how they had been able to talk to the manager about working shift patterns which enabled them to manage family life with work.

The culture of the service was continuously reviewed by the management team to ensure equal opportunities for staff were maintained.

The manager and staff team were aware of their roles and responsibilities. The manager told us about the audits and checks in place to monitor and improve the quality and safety of the service provided. Staff explained the systems in place to audit people’s care plans, medicines, the environment and infection prevention and control procedures.

There were effective systems in place to monitor and improve the quality and safety of the service provided. Where areas for improvement were identified, there was a plan in place to ensure improvements were made within agreed timescales.

People received care and support which took into account their needs and preferences. People could be confident that they would be supported to access the healthcare services they needed.

Staff told us they had built good working relationships with health and social care professionals and worked in partnerships with them to achieve good outcomes for people.

Health and social care professionals told us staff worked effectively with them and were responsive to any recommendations made. A professional told us, “Currently I believe that the service is very well led. The manager and deputy manager are supportive and encourage staff to engage with our service. There have been no barriers from management at Oldbury Grange.”

Safe practices were in place and followed to ensure people accessed external professional services as needed. Staff ensured people’s care plans were updated to reflect any changes or recommendations.

The manager and staff team expressed their commitment to learning from mistakes and using any learning to drive improvement. Staff received the training needed to carry out their role effectively. We were told about a dementia family support group which had been set up to share ideas, learning and support with family members who had a loved one who was living with dementia.

There were meetings for staff and people using the service where information was shared and views were encouraged, listened and responded to. People and staff could also express their views in annual satisfaction surveys.