Oaksfield Care Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

This means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 registered manager and staff always treated people with kindness, empathy and compassion and respected their privacy and dignity.

People and relatives told us staff were kind and compassionate and respected people’s privacy and dignity. A person told us, “The staff are kind and respectful. They always cover me with towels when helping me to wash.” A relative told us, “The staff are really nice. They’re very kind and always respectful. They are always patient and never short with [family member].”

Community health professionals who provided feedback told us staff were receptive to people’s needs and were kind and supportive towards them.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People were supported by a small group of consistent staff, which meant staff knew people well and could support them in a way which reflected what was important to them. A relative told us, “Staff always respect [family member’s} decisions and wishes. For example, they always wait until he’s ready to go to bed before supporting him.” Another commented, “It took a while for [family member] to accept help but she likes the staff and knows them well now. They’re not carers, they’re just people who come in to help her.”

Care plans included detailed information about people’s preferences, routines, what they needed support with and how they wanted to receive that support. Information about people’s backgrounds was also available, including their ethnicity, gender, sexual orientation, marital status, religion and first language. This helped to ensure staff had the information they needed to understand what was important to people and treat them as individuals.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff understood what people were able to do for themselves, what they needed support with and how they wanted to receive that support. They encouraged people to be independent and to make decisions about their everyday lives and their care when they could. Relatives told us, “Staff respect [family member’s] dignity, rights and decisions. We have no concerns” and “Staff encourage [family member] to make choices. For example, they show her what’s available at mealtimes and ask her to decide.”

Care plans included detailed information about people’s abilities and what they needed support with. They emphasised the importance of encouraging people to do what they could, only supporting people when necessary and the risk of reduced independence and confidence if staff over assisted or did not involve people in decisions.

The registered manager listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People and relatives told us staff provided support to people when it was needed. One relative described how their family member had been reluctant to accept support with personal care, but with staff encouragement and creativity, they were now happy to receive support regularly. This meant staff were able to ensure the person remained comfortable.

The registered manager ensured people’s care needs were assessed and reviewed regularly so that any changes in need, such as reduced mobility or a change in mood, could be responded to quickly. Staff were updated about changes promptly, to ensure they were familiar with and able to respond to people’s current needs.

The registered manager cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff felt valued, respected and well supported. They told us the registered manager had high standards, and they received appropriate support to achieve those standards. They felt able to raise any concerns and when they did, they felt listened to. They were clear about their responsibilities and received regular supervision, when they were asked about their wellbeing and any support needs. They told us, “[Registered manager] has been very supportive” and “Staff are encouraged to raise concerns. We are contacted weekly to check everything is okay.”