Oakdale

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 newly registered 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. Everybody understood the direction of the service, it was to enrich the lives of people by providing a place of care, safety and companionship. The registered manager and senior team were clear on the outcomes for people and staff. Staff understood their responsibilities and consultation was ongoing to ensure everybody was involved. A member of staff told us, “I am proud to work at Oakdale, it’s a very rewarding job. I feel like I am making a difference. Sometimes it’s just about being there to provide a person with that last bit of comfort and care.”

The service had 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 did so with integrity, openness and honesty. We received positive feedback about the management of the service. Some comments were: “The registered manager is brilliant”, “The registered manager is dedicated, everyone agrees they are firm but fair and you are in safe hands with them as the manager”, “The registered manager has helped me so much with everything.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives were provided with various ways to give their views on the service. They told us they were happy to speak with staff or the registered manager to address any concerns. Staff felt comfortable raising concerns, they knew how to speak up and had confidence they would be supported. The registered manager told us they dealt with any issues and concerns to ensure they were fully addressed.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they felt accepted by their colleagues, and they felt teamwork was strong within the service. Staff preferences and individual circumstances were considered and supported. The service was supported by the providers specialist team for human resources. A member of staff said, “Management is good, very supportive.” Equality, diversity and inclusion were included throughout all policies and procedures in the service.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Governance systems were operating effectively which enabled the registered manager and provider to have oversight of the service. There were a range of audits, analysis and checks within the service, which supported safety and quality. All audits and checks had action plans and outcomes. Policies and procedures underpinned all working practices within the service.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Oakdale is situated in a residential area and is accepted as part of the community. Work was ongoing to continue to develop the connections. Oakdale had been involved in various good neighbour schemes and charitable causes. The service shared information and worked with a wide range of professionals and services. We received positive feedback from external stakeholders and professionals who worked alongside the service. A health and social care professional said, “I enjoy supporting the team at Oakdale and always feel that staff are approachable, and residents are well cared for. I feel we are working together effectively to provide better outcomes for their residents.”

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. A live dashboard action plan had been created from audits and monitoring checks. They were comprehensive, clear and included realistic deadlines with responsible staff allocated for each action. The registered manager told us about the ways in which they were continually looking to improve the service. This included being proactive in identifying shortfalls through their audits and checks and sharing learning across the provider’s locations. The service continually sought to engage with people and improve outcomes.