Oxford Manor Care 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

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 Requires Improvement. At this assessment the rating has changed to 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.

The service had a positive culture, demonstrated by staff and leaders who were passionate and innovative in ensuring a shared vision and strategy for delivering high quality care.

Staff told us how they enjoyed working at the service. One staff member said, “I am treated well. Everyone here is so friendly, it’s very good place to work. When I first came here, they [management] were so supportive. Supporting me to become a senior. Doing NVQ 3.” Another told us,” I’m happy working here, yes, I am. We enjoy good teamwork, our manager deputy and all nurses really respect us, our decisions, even if a small thing they always support us, they are there to support us. The manager’s door is always open for us.”

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.

Staff consistently told us how they felt supported in their roles and how they found the manager approachable, open, and honest. Staff told us the communication systems and team working within the service were robust and effective. Staff told us they had briefings and meetings to keep up to date.

One staff member said, “My manager is very approachable and flexible, he listens to me. It is good here, I feel I can speak out if I need to without getting into trouble.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies were in place to support this culture.

Regular meetings were held with staff, including supervision, handovers, and briefings. Staff told us they felt confident in speaking up to raise issues or concerns.

One staff member said, “Yes, my manager does support me, [registered manager] listens and acts upon what I ask. Big improvement. We are encouraged to speak up here.”

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 manager demonstrated how they valued staff by working closely with them to understand staff’s individual needs and by making reasonable adjustments to accommodate and support them in their work.Staff told us where adjustments were made to their working week to support them.

One staff member spoke about diversity within the home. They said, “Most of the residents and staff are from different cultures, we do a cultural programme, we conducted a [religious festival] celebration for both people and staff, residents [people] were involved, some residents dressed up traditionally. We discussed with the chef to make sure there were no allergies when preparing the food. We celebrated [religious festival] and at Christmas time, we had a real life reindeer in the home.”

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.

Systems were in place to monitor and improve the service. These systems flagged concerns such as missed medicines, accidents and incidents. For example, staffing levels had improved. We spoke with the deputy manager who told us, “I monitor staffing levels weekly and employ a dependency tool to assess our staffing requirements. I must keep our residents [people] safe and to do that I need the correct numbers of staff on duty.”

The registered manager told us, “We use our audit process to improve the service and outcomes for people we support.”

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

The provider had built links with community services and healthcare services such as GPs, physiotherapist, dentist, podiatrist and optician, as needed.

Staff spoke about partnership working. One said, “Before the GP round, we have a meeting about residents [people’s] concerns and nurses speak to GPs.” Another said, “We do extra monitoring and tell the nurse. The nurse tells the GPS, every week, GP round on Tuesday. If it is a new thing, we raise the concern with the nurse, and she can write down on the follow up list for GP.”

The visiting GP told us, “I really feel we have a good partnership with the home, the improvements have made our work much more effective.”

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 service documented learning within incidents and accidents and took direct action to support people and keep them safe. Staff felt they received feedback about incidents in a timely manner.

The home had a ‘You said we did board’ which displayed people’s requests and any action taken by the service. This included requests for changes to mealtimes, visits from animals and musical events. A ‘well-being and engagement board’ displayed photographs of activities, which included, visiting animals and music events. The lunch mealtime had been changed as had been requested.