Archived: Oakhill House Care 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The management team provided stable and effective leadership that had fostered a more inclusive culture. Staff told us, they felt included and empowered to influence the way the service is run. Staff said, “Communication at all levels has improved and is effective and encourages team working.” The culture of effective communication enabled staff to share a vision and strategy. Communication was supported through daily conversations, staff meetings, and the availability and approachability of staff at all levels. A senior staff member said, “All voices can be heard and listened to. We have a no blame policy.”

We observed staff were respectful, caring and committed to providing good quality care and treatment to people living at Oakhill House Care Home. Staff at all levels respected and valued each other. All staff were complimentary about each other and the way colleagues treated them. A staff member said, “We have a good team here, we communicate regularly, and this makes sure we are all on the same page.”

The provider 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.

Since the last inspection a new management team and structure had been established. The registered manager was supported by a clinical lead, deputy manager and a team of registered nurses. They had worked hard to support staff to feel involved and part of an effective team. Staff felt comfortable and confident with the new management team. They said, “Staff are all lovely, staff here all care with their heart. Senior staff are all really nice, and approachable.” Another staff member said, “The culture here encourages you to ask questions, and you know you will get an answer. All the managers and nurses are helpful, there is no stupid question.”

The registered manager was knowledgeable and enthusiastic about the service and quality of the care and support provided. They were involved in the day to day running of the service and knew people and staff very well. A visiting professional told us, “The manager from what I have experienced has been very supportive of the nursing team.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they had regular contact with the management team and the nurses. There were regular staff meetings that encouraged people to share their views and suggestions. The daily ‘flash’ meeting demonstrated a proactive approach to giving staff and people the time and opportunity to say what they wanted. Resident’s meetings and surveys given to people and relatives gave further opportunity for suggestions and the sharing of views. People and relatives confirmed they received the surveys and some attended the meetings. They told us they had nothing they wanted to change.

Staff said they were listened to. Staff told us how they had been able to influence changes to people’s care and were asked to provide feedback on what could be changed to improve outcomes for people. One staff member spoke about how discussion had improved the suitability and availability of the television viewing for people.

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.

Staff were very happy working for the service and told us they were valued, treated with respect, and they did not experience any discrimination or harassment. One staff member reflected on the multi-cultural team and said, “Staff always make sure all staff no matter where they are from are included and made to feel welcome.”

Staff were well motivated and proud of their work and the team they worked with.

The registered manager was committed to promoting equality and inclusion across the workforce. They showed an empathy towards staff and their individual backgrounds and how these may impact on their working days.

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 management team were visible, knowledgeable and supportive, helping staff to perform and develop their roles. There were clear arrangements for accountability and a range of audits were completed across all departments, to monitor quality and identify areas that could be improved. This included an assessment using the CQC quality statements. Monitoring systems were reviewed by the organisations quality manager and the registered manager. Actions were then taken to address any areas for improvement. For example, a training matrix monitored the completion of required training and staff were reminded when an update was needed.

Clinical audits ensured an oversight of these areas and ongoing clinical meetings and review ensured best practice was being followed. For example, any wound was recorded, treatment was planned, monitored and reviewed. Changes in the wound was recorded and responded to using best practice guidelines.

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

Staff and managers were positive about their links with local health and social care teams. They had established effective contact methods and used them proactively to gain the support and advice they wanted.

The provider 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 contributed to safe, effective practice and research.

The registered manager encouraged a culture of continuous improvement by providing robust oversight of the overall governance of the service. This meant areas of improvement were easily identified and the lessons learned could be shared. For example,

Information on the number and type of falls was easy to review and establish trends and patterns.

The registered manager told us how the appointment of staff as ‘champions’ had encouraged further learning and innovation. The nurse appointed as ‘wound champion’ confirmed she had attended further training and was developing her skills further.

The service benefitted from links available with other services within the organisation. One staff member told us, “We are part of the bigger organisation and share ideas. They may not always work at this home, but we consider them. We can also share clinical advice and learning between us.”