Surrey Oaks Nursing 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.

This is the first assessment for this service. This key question has been rated 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 originally shared with staff during their induction into the organisation, and thereafter through supervisions and team meetings. Staff confirmed the vision and values of the service were shared with them during their induction and they felt committed to these. One staff member told us, “We’re all on the same page here and believe in the work we’re doing. People’s happiness is our priority.”

Senior staff told us the service values guided their work and were intrinsic to the success of the service. They told us senior leaders were expected to role model the service values of dignity, respect, inclusion, transparency, and equality.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 gave positive feedback about the registered manager and the management team. One care worker told us “The management is super- no complaints at all. The new manager is super. We are working as a team. He knows his job and everybody. His door is always open- you just walk in if you have any problems”.

The manager was passionate about the work they did and was motivated to support people. They told us their work was deeply personal to them and they demonstrated passion in caring for people.

The provider encouraged a positive culture where people felt they could speak up and their voice would be heard. There was a grievance and whistleblowing policy in place. Staff told us they felt able to speak to the manager about any issues and were confident these would be resolved. There was a Freedom to Speak Up Guardian to support staff to speak up if needed.

The provider valued diversity in their workforce. The provider employed a multicultural workforce and reinforced the importance of respect and tolerance for others. All staff had completed equality and diversity training and told us they felt they were working for an inclusive organisation. One care worker told us, “We have a diverse workforce. We know about different religions.”

The provider had clear responsibilities, roles, systems of accountability and good governance. Staff had a good understanding of their roles and responsibilities. These were made clear to them when they applied for their roles. There was a clear job description and structure chart in place.

The provider acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. They understood their responsibilities to share information with partner agencies as appropriate.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners to collaborated for improvement. They worked closely with commissioners and multi- disciplinary professionals to monitor and improve their performance. The main commissioner confirmed the provider had made good improvements within the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They had a clear system of audit in place where issues were identified and actions were taken to rectify any issues to improve the service.

The provider completed a number of audits on a bi- monthly, monthly, quarterly and 6- monthly basis. Audits which were included were infection control, safeguarding and medication. When issues were identified, action plans were put in place and monitored to ensure improvements.