Fosse Healthcare - Oak Court

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.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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.

Staff provided care delivered with kindness, compassion and empathy. They always treated people with dignity and respect, ensuring their privacy was protected and their individual preferences were valued.

Managers had robust oversight arrangements in place to maintain standards, including regular spot checks and observations of care delivery within people’s homes. These visits enabled managers to observe interactions directly and obtain real-time feedback from people and their relatives about their experiences.

Care records reflected the provider’s person-centred and compassionate culture. Documentation reviewed was detailed, meaningful and focused on peoples lived experiences rather than solely recording tasks completed. Records consistently demonstrated how staff supported people’s emotional wellbeing, choices and independence.

People were treated with kindness, dignity and respect, and their individuality, preferences and wellbeing were placed at the centre of care delivery.

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 records demonstrated staff provided individualised support according to people’s wishes maintaining detailed and contemporaneous notes following each visit. Entries clearly reflected people's preferences, choices and the support provided, evidencing a person-centred approach to care delivery.

Managers described how they carefully matched staff with people using the service wherever possible, considering individual preferences, personalities and care needs. New staff were introduced alongside trusted and familiar carers to enable people to build confidence and develop meaningful relationships before support was delivered independently. Relatives spoke positively about this approach and appreciated the time invested in ensuring relationships were established gradually, helping people feel comfortable, safe and well supported.

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 preferences, routines and personal care needs were recorded within care plans, providing staff with clear guidance to deliver support reflecting each person’s wishes. We reviewed care plans alongside daily care records and feedback from people and relatives and found these were consistent. This demonstrated people’s choices, preferences and desired outcomes were understood by staff and respected in practice.

The registered manager provided us with examples of ‘good news stories’ on how the provider had supported people’s independence. One example was how staff worked with a person to give them confidence to return to driving lessons. Staff continually encouraged and supported the person to achieve their goal of regaining their driving licence. The impact upon the person’s daily life was significant in that they now had greater freedom, independence and choice about where they went and what they did.

The provider also looked at innovative ways of increasing people’s independence across their Leicestershire services for people which included Oak Court. The registered manager explained how they had achieved this and benefits to people as a result. “We have further developed joined-up activities across our different schemes. This enables people to participate in a wider range of activities, meet people from other schemes and develop new friendships and social networks, helping to reduce the risk of social isolation. Learning and good practice identified within individual services is shared across the Fosse Healthcare wider division. Where an initiative is working well, we consider how it can be adapted and introduced elsewhere rather than keeping good practice within one service.

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.

Positive relationships and communication with people enabled their care arrangements to be amended whenever needs, preferences or circumstances changed. Call bells were in situ and people reported these were responded to in a timely way. Emergency evacuation procedures were also risk assessed for individuals in conjunction with the housing provider who owned and managed the building.

This helped to ensure care remained person-centred, responsive and reflective of what was important to people.

Staff demonstrated a good understanding of people's individual needs and responded promptly and compassionately to minimise any discomfort, anxiety or distress. Care records contained detailed guidance about how people experienced their health conditions and the personalised approaches that were effective in supporting their wellbeing.

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

Staff spoke positively about the management team and told us they felt valued, respected, and well supported in their roles. They described a culture where their wellbeing was routinely discussed during supervision sessions, and said they felt able to approach managers at any time between formal meetings to raise concerns or seek support.

These comments demonstrated the registered manager had fostered a positive and supportive workplace culture, where staff wellbeing was prioritised, and individuals felt listened to, valued, and supported to remain in their roles. This helped promote staff retention, morale, and the delivery of consistent, high-quality care.