Oxford Beaumont

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 good. At this assessment the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.
 

This service scored 96 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The culture was open, inclusive and focused on achieving positive outcomes for people. Diversity was actively celebrated through events recognising different cultures and religions, including Diwali, Eid and Christmas, which promoted understanding and respect.

There was a positive and welcoming culture. People and relatives described the home positively. A relative said “It is all down to the leadership… the current manager is excellent.” Another added they “know the manager well,” reflecting strong, trusting relationships.

The provider’s statement of purpose set out their aims and objectives for the provision of people’s care and the values upon which people’s care delivery was based.

The provider had policies in place to create a working environment based on equality and inclusiveness. Staff spoken with provided positive feedback about their experience of working at the home. A staff member shared, “There’s a good atmosphere… welcoming and caring… we all pitch in where we can,” demonstrating a whole-service team approach, another member of staff contributed to this by telling us “everybody is so helpful here, we have a great team,” and “I like everyone here, it’s a really good team.”
They also described feeling included and valued, saying, “I feel very included here,” and “We are all treated equally.”

Relatives and regular visitors strongly reinforced this, describing the home as “by far the best” and highlighting the consistent friendliness and teamwork across staff.
 

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager demonstrated a strong commitment to equality, diversity and inclusion by adapting working arrangements to meet the cultural, religious and personal needs of staff. Flexible rostering and individualised support enabled staff to observe their faith and manage personal responsibilities while continuing to develop professionally. This showed leaders understood individual circumstances, removed barriers to employment and career progression, and promoted a positive and supportive working environment.

Feedback and examples provided during the inspection demonstrated how leaders worked collaboratively with staff to identify solutions that supported both workforce wellbeing and service delivery. Flexible arrangements had enabled staff with significant personal or caring responsibilities to access development and leadership opportunities which may otherwise have been difficult to achieve. This reflected an equitable approach to leadership, where staff were supported to fulfil their potential and contribute to the service at all levels.

The registered manager promoted a culture where diversity was valued, and people felt respected for who they were. The service celebrated a range of cultural and religious events throughout the year, helping to foster understanding, inclusion and meaningful connections between people using the service, relatives and staff. These activities supported a strong sense of belonging and reinforced the provider's commitment to creating an inclusive environment where diversity was recognised as a strength.

The service had also implemented an inclusive recognition scheme that enabled people using the service, relatives, visitors and staff to acknowledge acts of kindness, compassion and excellence. Recognition was accessible to all and encouraged shared ownership of the service's values. Individuals who were nominated received acknowledgement and feedback, helping to ensure people felt valued, appreciated and recognised for their contributions. This supported a positive culture in which staff and people using the service felt respected, included and empowered.
 

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff were provided with the opportunity to raise any concerns they had about the service or their own well-being either directly with the management team, through meetings, supervisions and the annual staff survey. There was evidence when any concerns were raised, they were thoroughly investigated. The service demonstrated a positive culture where staff felt able to share feedback and raise concerns. Staff feedback was actively listened to and used to drive improvements, including enhanced awareness of wellbeing support and increased opportunities for training and career development. There was clear evidence that feedback resulted in meaningful action and positive outcomes for staff, demonstrating a commitment to continuous improvement and staff engagement.

Staff could also raise issues outside the home if required. The provider’s whistleblowing policy was clearly displayed for staff if required. Daily “flash meetings” provided staff with opportunities to raise concerns and review care practices.

Staff spoken with told us they felt listened to. Staff demonstrated a clear understanding of whistleblowing procedures. One staff member said, “Whistleblowing is reporting unsafe practice to management or external bodies.”

People were supported to share feedback through regular meetings and informal discussions. One person said, “I’d tell them if I wasn’t happy.”
 

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 provider had a range of policies and processes to ensure the fair and equitable treatment of staff. Equality impact assessments were completed on policies to ensure they were fair and did not discriminate against any group with a protected characteristic. Staff completed equality and diversity training, which supported staff to understand protected characteristics and inclusive practice with both people and colleagues.

The registered manager actively championed workforce equality, diversity and inclusion and celebrated staff’s different cultures by holding international days and events. We saw the service using a physical, high-visibility world map to celebrate workforce heritage, giving international and minority ethnic staff a voice and visible recognition. The manager told us how this spurred on open conversations, curiosity, and mutual respect among a diverse workforce and people using the service.

The provider embedded equality, diversity and inclusion into everyday practice. Staff were supported through flexible and personalised working arrangements which enabled them to balance personal, cultural and religious commitments alongside their professional roles. This created an inclusive culture where staff felt valued, respected and able to be themselves at work. The provider promoted a strong sense of belonging through the recognition and celebration of different backgrounds and achievements, encouraging mutual understanding and respect across the service.

Leaders demonstrated a commitment to removing barriers, supporting career progression and ensuring opportunities were accessible to all. This approach had a positive impact on staff engagement, retention and wellbeing, contributing to a culture where people felt included, recognised and empowered to contribute to the development of the service.

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.

The provider had a range of governance processes to ensure oversight of the service and to monitor the quality of the service provided. There was a daily meeting that allowed time for clinical risks to be discussed, to monitor and oversee clinical risks to people within the home. Records showed the identified actions from previous meetings, discussions and audits were also reviewed which ensured effective monitoring of identified clinical actions for people.

Learning from incidents and audits was shared effectively with staff through team meetings, handovers, and daily communication systems. This supported a culture of reflection and continuous improvement. Staff understood their responsibilities in reducing risks, and learning was embedded into everyday practice.

The provider had good oversight of the service, with systems in place to review governance, quality, clinical care and records. A service improvement plan was maintained to record actions from audits and monitoring, with progress tracked to ensure completion.
People, relatives, and staff all gave positive feedback about how the service was led. Comments included, “You can see the home is always trying to improve” and “They(management] take feedback seriously and make changes.” The management team demonstrated a clear understanding of their responsibilities and ensured accountability across the service. Where issues arose, such as medicines discrepancies, these were addressed promptly. The registered manager told us, “When things go wrong, we learn from it and improve.”
 

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

Staff worked in close co-operation with partners from a range of agencies, to share information, identify and meet people's care needs. Staff made referrals promptly where required and acted upon guidance. Care plans reflected regular input from a range of professionals, ensuring people received joined up and person-centred care. This approach led to measurable improvements in outcomes for people. For example, effective partnership working and early intervention contributed to a reduction in avoidable hospital admissions and supported timely responses to changes in people’s health. Where risks such as falls had been identified, coordinated input from professionals helped reduce repeat incidents and improved people’s mobility and safety.

Staff worked proactively to build relationships with community groups, which resulted in increased opportunities for people to participate in social, recreational and meaningful activities. This had a positive impact on people’s wellbeing, with individuals experiencing reduced social isolation and improved confidence.

People were supported to rebuild relationships and reconnect with their communities. Staff developed case studies during and after support to show how people had benefited, including feeling part of communities that were important to them, both within the home and in the wider community. For example, staff arranged for a specific hairdresser who knew a person well to visit the home, helping them maintain a valued relationship and sense of familiarity.
We saw evidence of strong and meaningful relationships with a range of community contacts, including local organisations, volunteers, faith groups, companions, and visiting professionals such as hairdressers and beauticians. These relationships were consistently maintained and contributed to people’s sense of belonging, wellbeing, and social inclusion.
 

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Staff told us they were encouraged to speak up about any ideas for improvement. A staff member said, “They ask for our opinions if something has changed to say how it is working and how it could work better” while others contributed to say, “as a team we learn from each other,” and “the manager communicates learning from incidents and changes to improve the service.”

The service promoted innovation using designated ‘champion’ roles. Staff took lead responsibilities in key areas such as dignity, falls prevention, dementia care, infection prevention and control (IPC), nutrition, palliative care, and health and safety. These roles were aligned with staff skills and interests and supported the sharing of specialist knowledge and good practice. Champions provided guidance, monitored standards, and helped drive improvements within their areas.

The service demonstrated a strong culture of continuous learning, improvement and innovation, with learning actively sought, shared and embedded into practice. Staff participated in external training programmes, including specialist nutrition and oral health initiatives, and shared learning across the workforce to improve knowledge, confidence and consistency of care. Learning was routinely translated into improved outcomes for people through multidisciplinary reviews, champion-led initiatives, reflective practice and governance processes.

Robust analysis of falls, skin tears, incidents, complaints and near misses enabled the service to identify trends, implement preventative measures and reduce risks. Innovative approaches, such as the “Dive Deeper” learning board and personalised care interventions, supported staff to recognise and respond to changing needs, contributing to improved nutrition, reduced falls, better oral health, earlier identification of deterioration and enhanced wellbeing for residents. These examples demonstrated that learning was embedded throughout the service and consistently used to drive measurable improvements in care outcomes.

The focus on reflection and emotional support for staff also promoted a compassionate and thoughtful culture, which positively influenced people’s experiences of care. Overall, the service demonstrated a sustained commitment to improvement, resulting in better health, wellbeing, and quality of life for people.