Oxford Manor Care Home

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

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

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to 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 provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us staff were caring. Comments included, “The staff are nice, lovely. I can laugh and joke about with them. The new staff are nice; I just like them. The carers [staff] are always happy it’s the same with the nurses and the managers” and “I like all the staff here. They are all very kind and good to me.”

Staff were kind, respectful and patient. We observed staff respecting people’s privacy by knocking on bedroom doors and greeting people warmly.

Staff spoke with care and compassion about the people they supported and demonstrated a shared commitment to providing good care. One staff member told us, “We have time to talk to people and building positive relationships. In between tea round when not doing care, we have the chance to interact with the residents [people], some sit in the Bistro area so we can chat or chat inside their rooms as well.”

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.

Care staff understood people’s preferences and wishes. Care plan’s contained good information to support staff to ensure people’s needs and preferences were understood. There were detailed individual plans which gave a holistic picture of the person.

One person told us, “I can choose my own clothes, make my own decisions, do anything. I can choose when I go to bed, can go anytime I want. I can choose if I have a male or a female carer I don’t mind.”

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

People who had the capacity to choose felt they had control over day-to-day choices. The provider and staff had built up good relationships with families, so they had a good understanding of what preferences people might like, even when they were unable to choose themselves.

Care planning set out people’s preferences in terms of where they wanted to receive care, where possible. A member of staff spoke about choices people made. They said, “We [staff] support them [people] to make decisions. One resident [person] had vapes, their choice. Another resident goes in the garden for a smoke, we make sure they are wearing fire safety apron.”

One person told us, “If I want a shower or a wash I tell them or they ask me, I can choose. I’ve got good independence here.” Another said, “I can make the choices I need, what I would like to do, where I would like to go in the house or garden.”

The provider ensured staff responded promptly, in the moment, when people needed help. Staff listened to people’s views and wishes and acted on them.

When people changed their minds, for instance at mealtimes, or choosing where they wanted to spend their time, staff were responsive to this. Staff were patient and helped people communicate their needs. One person spoke with us about staff responding to their wishes. They said, “If I want to go out in the garden I can just go out on my own but if I want to go to the shop down the road I can’t go out on my own. If I want to go, I ask and they [staff] will take me.”

External professionals raised no concerns about the responsiveness of staff or leaders in terms of their oversight of people’s needs and how they responded to them. Staff made prompt referrals to healthcare professionals when required.

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

Staff felt well supported by leaders. One staff member said, “The manager has been here just over a year and has made a huge difference, many many improvements. Training has really improved and staff morale is much better.” Another said, “Yes, my manager does support me, [registered manager] listens and acts upon what I ask. Big improvement.”

The provider recognised and acted on the recruitment and retention challenges faced in social care. They did everything practicable to ensure the staff they employed understood the benefits and challenges of working in social care.

New staff received appropriate induction, supervision, training and support from experienced staff.