Oxford Beaumont

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 good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.
 

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff were seen to smile and treat people with kindness, respect and compassion. People and relatives gave highly positive feedback about the caring nature of staff. Comments included, “I’m looked after. Everyone’s been nice to me,” and “They absolutely treat me with dignity and respect my wishes.” A relative told us, “It feels like a proper home… people are treated like family.” Staff explained creating a warm, supportive environment was central to their role and reflected the culture of the service.” Staff told us of kindness which was provided by important gestures such as “A resident liked having indoor plants in her room, which were very important to her wellbeing and comfort. However, she was often unable to water them herself as she preferred to stay in bed. I supported her by making sure her plants are watered when we go in her room.”

People’s dignity was seen to be upheld during the provision of their care. We noted staff spoke discreetly about people’s care needs. Staff demonstrated a strong understanding of how to promote dignity and privacy. One staff member said, “I always knock before entering, explain care, ask for consent and protect privacy” while another told us, “I respect people’s decisions and close doors and curtains,” and “I ask permission and treat people with respect.”

People consistently described staff as kind and attentive. One person told us, “The staff here are wonderful… they are all so patient. Nothing is too much for them.” Another shared a personalised experience, explaining, “The nurse is very good… [staff] even lent me a book,” demonstrating thoughtful, individualised care. One relative said, “All the staff here are very good… very friendly and always say hello.”

One member of staff we spoke with said, “Working here really means something to me. It’s not just a care home, it genuinely feels like a home where people are safe, valued and cared for. That’s what we aim to create every day. We want people to feel comfortable, respected and supported, just like they would in their own home.”
 

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

Staff had access to clear information about people and their preferences through care plans and ‘All About Me’ documents. When people preferred to share personal information directly with staff, this was respected and appropriately recorded.
We saw staff knew and acted upon people’s preferences. Staff ensured a person’s preferences about both their dining experience and the layout of their dining table, were met, which also supported their independence. People were supported appropriately and unhurried. The dining environment was well presented, with flowers on tables, condiments available and drinks regularly replenished. Meals were flexible and tailored to individual preferences. One person described how their preference for later mealtimes was respected, telling us, “Most people have supper at 5pm… that is far too early for me… they bring my meal at 7pm, that is ideal for me.”

Staff took time to understand people on a deeper, more meaningful level and consistently responded in ways which respected their preferences and promoted comfort.
One staff member told us, “I supported a person who became anxious when staff entered their room for cleaning, as they did not like their belongings being touched or moved. I took time to understand their preferences by speaking with them, their family, and the care team. They liked their personal items arranged in a particular way and preferred cleaning to take place at specific times of the day. I ensured the room was cleaned at their preferred time and always returned belongings to the same place. I also shared this information with colleagues, so there was a consistent approach. As a result, the person became more relaxed, and we have built their trust over time.”

People were celebrated; we saw visual displays showed photos and videos of events and celebrations. This supported people to reflect on their experiences, maintain a sense of identity, and reminisce independently.

The provider demonstrated examples of positive outcomes for people using the service. These examples highlighted individuals who had progressed to develop creative skills, including the production of published books and poetry. Some of this work had also been featured in local media and displayed publicly. Achievements were recognised and celebrated within the home, which promoted a sense of pride, empowerment, and personal accomplishment among people using the service.

Staff provided people with culturally appropriate care in consultation with them; their care delivery reflected their preferences and wishes, for example in relation to their choice of meals. People’s religious beliefs were recorded, and staff supported people to attend religious services where this was important to them.

People’s care plans provided staff with clear guidance about how to communicate with them. Staff had access to guidance in people’s care plans about their communication needs and how to communicate with them, including people who were non-verbal. There was guidance for staff about how to enable communication, through the use of speech, body language, tone of voice and when best to communicate with people.
 

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

People's care plans documented their abilities, for example if they could re-position themselves, or if they preferred to clean their own teeth. Staff were observed to consult people about their care choices throughout the inspection. Staff told us they always” ask what they [people] need,” and said they were “always giving them [people] choices” while people told us they were satisfied with their care. One person said, “The staff know how I like to be helped,” and described the service as having a “family feel.”

Care plans clearly reflected people’s preferred routines, including flexible waking times, activity choices, and lifestyle preferences. Staff demonstrated a thorough understanding of people’s wishes and supported them to make informed decisions about their day-to-day lives.

People including those cared for in bed had access to activities, which were meaningful for them. There was clear evidence the service actively listened and responded to people. A “You said, we did” approach resulted in meaningful changes. For example, people had expressed a wish to access the garden independently without needing to ask for support from staff to get a jacket or overall. In response, a blanket storage box was installed, with clearly labelled, freshly laundered blankets available. This enabled people to make independent choices about going outdoors in comfort.

We observed a range of opportunities which promoted choice, control, and independence. A “wish tree” was displayed, capturing people’s personal goals and aspirations, such as going to the cinema, attending a ballet performance, and shopping in Oxford. We saw these wishes were acted upon, for example a planned shopping trip linked directly to a request recorded on the tree.

People and relatives confirmed there were a range of group and one to one activity’s available for people. There were no restrictions on people’s visitors. For those who could not visit regularly, people were supported with video calls.
 

The provider 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.
Staff knew not everyone could express themselves verbally if they needed help.

A staff member said, “We observe people it could be eye contact or they are fidgety, we can read body language, they may not be able to settle or get to sleep.” We saw staff, and the registered manager knew people very well and responded to their needs promptly and kindly.

We observed a kind and caring interaction between a person living with dementia and a member of staff. The person appeared unsettled while being supported back to their room. The staff member engaged them in conversation about the area they were from and shared they also had family connections there. This helped to reassure and comfort the person who was quickly comforted by the familiarity. Once in their room, the staff member offered them tea, reflecting their knowledge of the person’s preferences. This interaction demonstrated that staff knew people well, used meaningful conversation to provide reassurance, and delivered personalised care in a respectful and compassionate way.

People had access to their call bells, which were within reach. We saw staff completed regular checks upon people who were unable to make use of a call bell.
 

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

There was a clear focus on the retention of staff. This was achieved by ensuring new staff felt welcome and supported when they started work. Staff were asked if any reasonable adjustments were required to enable them to do their role as part of the recruitment process.

The provider held regular colleague appreciations, where the aim was to celebrate colleagues work ethic, passion and commitment to their role. People were involved in the selection of staff awards and presented staff with certificates. The provider had a range of benefits and award schemes to recognise and support staff.

Staff spoken with told us all said they felt well supported in their role and with their wellbeing. One staff member we spoke with said “The manger always asks me if I want help, if I do need help, I have it in 20 minutes or less. I can also reach out…. if I need support or advice, [their] experience is brilliant and I learn a lot from [them], fine tuning is always helpful. [they] always check in on me too, ask how I am. They don’t criticise staff, they support and guide staff, I can't praise them more” another staff said “Management is very supportive and approachable… I feel valued and proud to be part of the team.” Another described the culture as “refreshing and different.”