Oxenford 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 good. At this assessment the rating has remained as 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.

People, relatives and staff consistently described a warm, inclusive and person-centred culture where people felt valued and supported. People spoke positively about their experiences of living at the service. Comments included, “It's a very nice place and I am happy here” and “If you need a nice home with lovely staff looking after you, then come here.”

Staff were proud of the service and shared a clear commitment to its values and ethos. They described a supportive team culture where everyone worked together to achieve positive outcomes for people. Comments included, “It's almost like an extended family,” “We are 1big team,” and “I feel proud to work at Oxenford House.”

Relatives consistently described a service where relationships, kindness and compassion were central to daily life. One relative told us, “What has been created here is a wonderful warm caring family home and that is down to the manager and the staff under their guidance.” Another said, “It feels like a family” and “The management team have created this amazing ethos.”

The culture of the service was embedded in all aspects of care and support and reflected in the experiences of people, relatives and staff. Feedback consistently demonstrated a shared commitment to providing high-quality, person-centred care. Positive and meaningful relationships helped create an environment where people felt valued, respected and supported to live fulfilling lives.

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.

Leaders were highly visible, approachable and well regarded by people, relatives, staff and professionals. Leaders were present throughout the service, engaging with people, supporting staff and responding promptly to issues as they arose. Their approach helped create a positive culture where people, relatives and staff felt listened to and valued.

Relatives consistently praised the leadership of the service and described leaders as visible, caring and actively involved in the day-to-day running of the home. One relative told us, “[Registered manager] is very much present and clearly sets the ethos.” Another said, “We have been particularly impressed by how hands on [registered manager] is.”

Staff also spoke positively about the leadership team and described a culture where they felt supported and appreciated. Comments included, “Management have an open door and are easy to talk to,” and “Management team always say thank you for our hard work, kindness and teamwork.” Staff explained that leaders encouraged learning and development through regular support, training opportunities and specialist champion roles.

The impact of this leadership was evident throughout the service. Staff felt valued and empowered to contribute ideas and improve practice, while people benefited from care delivered by a motivated and well-supported team. Healthcare professionals consistently expressed confidence in the leadership team and described managers as approachable, responsive and committed to high-quality care. Professionals told us recommendations were acted upon promptly, concerns were addressed openly and communication was consistently effective.

The provider had created a highly open, honest and inclusive culture where people, relatives and staff felt confident to raise concerns, share ideas and contribute to the ongoing development of the service. Speaking up was actively encouraged by leaders, who consistently demonstrated that feedback was welcomed, valued and used to improve outcomes for people.

Staff described an open and supportive culture where they felt confident raising concerns, sharing ideas and challenging practice when necessary. One staff member told us, “We are encouraged to share ideas. I can share anything, anytime.” Another described themselves as “extremely confident” in raising concerns and felt these would be taken seriously by management.

Leaders promoted an open-door culture and created regular opportunities for staff to contribute through team meetings, supervision, handovers and day-to-day discussions. Staff consistently told us they felt listened to, involved in the service and able to influence improvements.

People also felt comfortable expressing their views and raising concerns. One person told us they could speak to any member of staff because staff were approachable and regularly checked on their wellbeing. Relatives similarly described management as responsive and willing to listen to feedback.

The provider demonstrated that feedback led to meaningful change. Suggestions and concerns were viewed as opportunities for learning and improvement, and actions had been taken in response to feedback about areas such as activities, the environment, information sharing and people's daily experiences. Learning from incidents, audits and feedback was openly discussed and used to improve practice across the service.

Staff, people and relatives felt valued and empowered to share their views, and there was clear evidence that feedback influenced decision-making and service development. This supported a culture of trust, openness and continuous improvement.

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 provider promoted a culture where people and staff were treated with dignity, respect and fairness. Staff described a positive and inclusive working environment where teamwork and mutual respect were valued. One staff member told us, “Nobody is better than anyone. Staff work really hard together and are kind and compassionate.”

People, relatives and staff were encouraged to participate in a wide range of cultural, religious and community events throughout the year. These included celebrations such as Christmas, Easter, Diwali, Chinese New Year, St Patrick's Day and St George's Day, providing opportunities for people to share experiences, learn about different cultures and celebrate what was important to them.

The provider also used meaningful activities and themed events to promote social inclusion and a sense of belonging. These included activities linked to national and international awareness days, cultural celebrations, and an "Armchair Travel" programme designed by the home. The programme allowed people to "travel" to different places around the world without leaving the service, learning about local cultures, traditions, food and landmarks through engaging, themed activities. This helped people maintain interests, build connections and remain engaged with the wider world.

The provider supported equality of opportunity for staff through access to training, development opportunities, champion roles and career progression pathways. Individual workplace needs and adjustments were considered to help staff perform their roles effectively and achieve their potential.

The impact of this approach was evident in the inclusive culture observed throughout the service. People were supported to express and celebrate their individual identities, beliefs and interests, while staff worked within a respectful environment that valued diversity and encouraged participation. This helped create a strong sense of belonging for people, relatives and staff alike.

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.

The provider had effective governance systems in place to monitor quality, safety and performance across the service. A range of audits and monitoring processes provided leaders with oversight of areas including medicines, infection prevention and control, staff competency, environmental safety and people's experiences. Where improvements were identified, actions were taken and reviewed to ensure positive changes were sustained.

Performance information and improvement activity were routinely shared with staff, people and relatives, helping to create a culture of openness, accountability and continuous improvement. Staff were encouraged to contribute ideas, reflect on practice and take an active role in maintaining high standards of care.

Feedback from relatives reflected the effectiveness of the management and governance arrangements. One relative told us, “The admin staff were completely on top of all [family member's] appointments and other necessary arrangements.” Another said, “All members of staff operated to the same exceptionally high standards of care.” This demonstrated the consistency of care and oversight across the service.

Leaders maintained effective oversight of key risks and service performance, including staffing, training, healthcare outcomes, environmental safety and equipment maintenance. The management team demonstrated a commitment not only to maintaining standards but also to identifying opportunities for further improvement and development.

Governance systems were not solely focused on compliance. Leaders used information from audits, feedback, incidents and quality monitoring activities to identify trends, drive improvements and enhance people's experiences. One staff member told us, “We don't just complete audits and tick boxes. If something can be improved, managers listen and take action. We are always looking at how we can make things better for people.” As a result, people benefited from consistent, high-quality care delivered by a well-supported and accountable staff team.

External feedback also reflected the positive experiences of people and their families.

The provider clearly understood and fulfilled their duty to collaborate and work in partnership. Services worked seamlessly for people, and information and learning were consistently shared with partners to support improvement.

The provider demonstrated a strong commitment to partnership working and community involvement to improve people's wellbeing and reduce the risk of social isolation. Staff worked collaboratively with healthcare professionals, community groups, voluntary organisations and local services to ensure people remained connected to their communities and received coordinated support that reflected their individual needs.

. Staff worked closely with GP practices, community nursing teams and other specialist services to support people whose needs were changing. Communication was effective and timely, helping to ensure people received the right support when they needed it and experienced coordinated care across services.

The service actively promoted community inclusion and supported people to maintain meaningful relationships and interests outside the home. People were supported to attend memory cafés, community groups, local events and personalised outings, enabling them to remain connected to the wider community and continue activities that were important to them. These relationships extended into the home, with community members regularly attending social events, coffee mornings and activities, helping to create a welcoming and inclusive environment.

The provider also supported people to contribute to their communities through fundraising and charitable initiatives. Opportunities such as participating in events supporting charitable causes enabled people to remain involved in activities that reflected their interests and values.

Staff used innovative approaches to further promote inclusion and engagement. For example, accessible technology, including the Able Table, helped people participate in activities, maintain social connections and access meaningful experiences regardless of physical limitations.

The impact of these partnerships was evident in the positive experiences people described. People were supported to maintain community connections, participate in meaningful activities and access coordinated healthcare support. This helped promote wellbeing, inclusion and a sense of belonging while ensuring people remained connected to the relationships, interests and experiences that mattered to them.

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.

The provider promoted an open and reflective culture where feedback, incidents, complaints and suggestions were used as opportunities to learn and improve. Staff told us they felt listened to and encouraged to contribute ideas. One staff member said, “I feel appreciated and valued. Management listen to any concerns I have and listen to my ideas.” Another told us, “Management have an open door and are easy to talk to.” Learning was regularly shared through handovers, team meetings, supervision and discussions across the service, helping to embed continuous improvement in everyday practice.

Leaders actively invested in developing staff expertise and creating opportunities for staff to influence practice. Staff with specialist knowledge supported learning across the service, encouraged reflective practice and helped embed improvements. This created a culture of continuous development, benefiting both staff and the people they supported.

The service demonstrated that learning led to meaningful changes for people. For example, following feedback about the management of personal correspondence, leaders reviewed consent and information-sharing arrangements to ensure they reflected people's preferences and wishes. This improved person-centred practice and ensured people maintained greater choice and control over how their information was managed.

The provider also demonstrated innovation in the way it supported inclusion, engagement and wellbeing. The Armchair Travel Programme enabled people to explore different countries, cultures and communities through themed activities, discussions and food experiences. This approach encouraged learning, celebrated diversity and created opportunities for meaningful engagement. One person's interest in a cuisine discussed during a session led to staff working with the chef to prepare the dish, turning a learning activity into a personalised experience that reflected what mattered to them.

Technology was used creatively to improve outcomes and accessibility. The introduction of the Able Table helped people remain engaged in activities, social interaction and cognitive stimulation regardless of physical limitations. One person told us, “I cannot use my hands as well as I used to, but I can now do the colour by numbers on here.” Staff demonstrated a highly personalised approach by continually adapting activities and resources to reflect people's changing needs, preferences and abilities. This ensured people could continue pursuing meaningful interests, promoting independence, wellbeing and inclusion regardless of changes in their physical or cognitive health.

The provider also looked beyond the service to identify new opportunities for improvement. Partnerships with community groups, volunteers, schools and local organisations helped expand the range of experiences available to people and strengthened links with the local community. These relationships created additional opportunities for social engagement and helped reduce the risk of isolation.