Oxford Beaumont

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.
At our last assessment we rated this key question good.
At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.
 

This service scored 82 (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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Staff were person centred in their approach to people. We saw a staff member assisting a person to eat their meal in an unrushed manner, using a teaspoon so they only had to swallow small mouthfuls. We also saw staff members worked well as a team as they patiently supported a person who was distressed in a communal area. All staff involved were non-judgemental in their approach and supported the person over a prolonged time with kindness and understanding.

Daily records showed staff consistently respected people’s choices and involved them in decisions about their care. Staff demonstrated a clear understanding of person-centred care. One staff member told us, “I ensure I follow care plans and individual preferences,” and another said, “We get to know individuals through care plans, observation and communication with families.”
People and relatives reported staff kept them up to date about people's changing care needs and adapted their care accordingly. A relative said, "We are involved in the care plan, as a family. We are also kept well informed if anything changes.”

Innovative approaches, such as a ‘wellbeing jar’, encouraged meaningful interactions and ensured care went beyond routine tasks. Staff were seen regularly taking people's names from a decorative container, also filled with prompts which guided conversation starters, reminiscence, sensory engagement, and light-hearted discussion. This was placed in a communal area so one-on-one or group chats could take place. This jar helped staff and people easily break the ice and bond over personal life stories and joyful memories and ensured daily conversations were taking place were not task focused.
 

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff understood the holistic needs of the people they supported. Staff received appropriate, specific training to meet people needs, for example, in relation to dementia care, falls prevention and pressure area care. Staff had completed mental health training and other specialised task competencies such as catheter care.

Staff ensured people’s care was co-ordinated and responsive. Staff worked proactively to ensure people had access to healthcare professionals when needed, and care was adapted based on professional guidance.

People's care plans reflected any support people received from either their relatives or other services such as advocates, to ensure joined up working. People and relatives told us they were confident in the care provided. One relative said, “I have no concerns regarding the care and support that my [relative] receives.”
 

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People's information and communication needs were assessed, prior to their admission and reviewed regularly. People could be provided with information in a range of alternative formats as required. These included for example, large print, pictures and audio.

Innovative tools, such as a digital interactive ‘rainbow table’, supported people living with dementia to communicate, access activities and stay connected with family. Staff told us this enabled people to video call relatives and engage independently
 

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider had processes to enable people and relatives to raise any concerns which were investigated and the outcomes shared. People and relatives told us if they had a complaint, they would raise it with the registered manager and felt sure it would be dealt with quickly and appropriately. We saw when complaints had been made, they were investigated and any required actions taken.

The provider actively listened to people and involved them in shaping the service. One person said, “I’d tell them if I wasn’t happy. I like it here; it’s the best place I’ve lived in.” Another said, “I’m very happy here… I don’t think it could be improved.” A relative told us, “I would feel very comfortable living here myself.”
Systems such as complaints processes, feedback mechanisms and a resident ambassador scheme ensured people’s voices were heard and acted upon.

People and relatives were able to provide feedback on the service through resident’s meetings and feedback surveys. We saw when feedback was received, it was used to make improvements, for example in relation to the system for labelling and tracking missing clothes and improvements to menu choices and activities.
 

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People’s care plans recorded their needs and any adjustments required to ensure they had equal access to the services provided. There was clear signage around the home to enable people including those living with dementia to orientate themselves. The home was well-equipped with any equipment people required to support the safe delivery of their care. The garden was accessible for use by people who used wheelchairs. The home was also in the process of refurbishing outdoor space so people could enjoy being outside in all-weather while being protected from the elements.

The home building was purpose built. The corridors were wheelchair accessible with reasonable space for staff to accompany people around the home if required. The several staircases around the home were secured for people's safety and there was a lift for people’s use.

The service provided a minibus to support people to attend appointments and access the community. Trips were planned to meet a range of needs, with priority given based on individual need rather than availability.
 

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People had care plans for their specific care needs, including those related to their protected characteristics. Staff had a good understanding of people’s needs related to sight loss. We observed staff assisted a person who had a visual impairment, explaining exactly where they were and what was going on. A relative confirmed, "[Person] is losing their sight due to age; there is always someone around to help."

The provider was able to demonstrate they had explored cultural histories, traditions, and communication preferences, equipping a diverse workforce to understand and respect specific cultural nuances and understood how this knowledge altered daily care delivery to improve wellbeing.

Staff used equality, diversity and inclusion training to understand how to deliver inclusive care.
 

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

People had up to date end of life plans and were asked about their wishes for their care. Staff told us how they supported people at the end of life and we received positive feedback from relatives about how their relative was supported by staff with their end-of-life care.

The provider facilitated group sessions with external professionals, such as legal advisors, to provide guidance on wills, Lasting Power of Attorney (LPA) and future planning. People and relatives spoke positively about this support. One relative told us the session gave them the “tools” to start difficult but important conversations about the future while another relative told us, “A solicitor came in and talked to families… it was so helpful, especially when we weren’t sure what to do.”

Staff completed end of life training and systems were in place for reflective practice following a death, including team debriefs to support staff wellbeing and learning. This fostered a compassionate and resilient workforce. Staff were informed when a person was approaching the end of their life. The deputy manager said, “This is the last thing we can do for this person so we must do everything we can to get it right.
The provider worked effectively with external healthcare teams, including ‘Hospital at Home’, to deliver specialist palliative care within the home. This reduced the need for hospital admissions and ensured people could remain in familiar surroundings.

The service demonstrated a compassionate and holistic approach to end-of-life care. Families were supported to remain with their loved ones and were made to feel welcome. Thoughtful initiatives, such as ‘comfort hampers’, were provided to relatives staying with people. These included practical items and resources to support emotional connection and involvement in care.

The provider supported people, families and staff through bereavement. People were enabled to attend funerals and take part in memorials, with wakes held in the home if wished.

A dedicated ‘memory corner’ provided a space to reflect and remember those who had passed, supporting collective grieving and emotional wellbeing.