Oaklawn

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 inspection, we rated this key question good. At this inspection, the rating has remained 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, diversity and inclusion, and understanding people’s needs.

Staff understood the service’s aims and worked collaboratively to deliver care that met people’s needs and improved outcomes. This shared direction ensured a consistent and motivated workforce, where staff felt valued and people experienced good‑quality care that reflected their needs, preferences and rights. This was reflected in the feedback we received from staff, with one member of staff telling us, “We enjoy it here, we love the place. We look after them like a family.”

Professionals said the registered manager had instilled an approach to care based on dignity, and respect which achieved good outcomes for people. A professional told us, “I have known and worked with the manager of the home for many years and the philosophy of care they offer to the people they support is highly commendable.”

Open communication was encouraged, with people, families and staff actively involved in shaping the service. Staff demonstrated a commitment to values including dignity, equality, and respect, ensuring these were embedded in day‑to‑day practice and decision‑making.

Leaders understood the context in which they delivered care and support and embodied the culture and values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

Relatives said the registered manager led by example in their attitudes and behaviours when supporting their family members. One relative told us, “[Registered manager] is very experienced and very good with [family member].”

Professionals confirmed the registered manager had relevant experience and the personal and professional qualities needed to provide good leadership. A professional said, “The manager at Oaklawn has a background in learning disability nursing and understands the needs of his clients. He is very caring and I feel his philosophy is embedded in his care team.”

Staff told us the registered manager cared about them and the people they supported. One member of staff said of the registered manager, “He supports us even on personal issues. We are a very happy place.For him, it is like a family. He is concerned about the residents and for us.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives were supported to express their views about the care provided. Feedback was gathered through a range of methods, including regular reviews and day-to-day conversations.

Staff told us the management team encouraged them to speak up about any concerns they had and took action to address these where necessary. Systems such as team meetings, supervision and informal discussions enabled staff to share their views and contribute to service development.

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. Staff were treated fairly and their individual rights respected.

Recruitment, development and progression opportunities were fair and accessible, with systems in place to monitor and address any inequalities. Staff received training and support to understand and respond to diversity, enabling them to deliver inclusive, person-centred care that met the needs of the people they supported.

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

Staff were supported to understand their responsibilities and to contribute to the effective running of the service. The registered manager promoted a culture of openness and learning, where feedback and incidents were used to identify areas for improvement.

Regular checks and audits were carried out on key aspects of the service, including medicines management, health and safety, and accidents and incidents. Any areas identified for improvement were addressed promptly.

The management team and staff understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information with partners and collaborated for improvement.

The registered manager and staff worked effectively with other health and social care professionals involved in people’s care. Professionals told us staff were focused on providing care that met people’s individual needs and committed to achieving positive outcomes for people. One professional said, “Staff work well with the SaLT (speech and language therapy) team and we visit the service on a regular basis. Staff are keen to understand guidance and we discuss what they think will be most effective for people.”

The service engaged with community networks and resources to support people’s wellbeing, independence and inclusion, enabling them to access opportunities that reflected their interests, needs and aspirations.

The provider focused on learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

There were procedures in place to ensure learning happened when things went wrong, and from examples of good practice. The registered manager promoted a culture where learning was embedded into everyday practice, and staff were encouraged to reflect on their work, share experiences and identify opportunities for development.

Professionals told us the registered manager ensured staff had the knowledge and skills they needed to provide care which met people’s individual needs and preferences. A professional said, “The manager provides staff with training about each person they will be supporting. The manager gets to know the individuals himself so that he can support the staff team.”