Oxton Manor

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 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 provider was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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. Staff spoke positively of working at the service. Comments included, “I love it here,” “[The registered manager] is brilliant” and “The staff are all fabulous and we all work well together.” The registered manager demonstrated an understanding of their responsibilities under duty of candour. The registered manager felt supported by the provider and could access support and additional resources for the services whenever they needed.

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. Staff felt well supported. Comments included, “Anything I’ve ever needed or gone to them with has been absolutely fine.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to ensure people who spoke up were supported and staff told us they felt confident to raise any concerns with the registered manager.

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. Policies were in place to support this. One staff member said, “I am treated very fairly.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. Audits were completed however, there had been some gaps in recent months whilst the management team responded to recommendations made by external professionals. For example, some infection, prevention control audits had not been fully completed. Whilst progress was made therefore in some areas, routine audits had not always picked up the need for other improvements to be made. The registered manager reviewed their daily walkaround system to ensure issues would be identified in a timelier manner. The registered manager understood their responsibility for notifying the CQC and other agencies of events which occurred within the service and accurate records were maintained.

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. Information within care plans demonstrated staff worked in partnership with other agencies. One professional told us, “The partnership working stands out. This care home is a wonderful example of how effective partnership working enhances outcomes for residents. The communication is excellent and the staff are very proactive. The staff work collaboratively and with a shared focus on the wellbeing of the residents.”

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. Staff received supervision and were able to contribute their views through team meetings. The registered manager used team meetings as an opportunity to reflect on practice and encourage learning. For example, they completed quizzes on important topics such as safeguarding to ensure staff understanding in this area. Staff told us they felt listened to. One commented, “If anyone has anything to say we’re always listened to and it’s taken on board.” The registered manager sought the views of people and family members through meetings and direct conversations. Records were maintained of any actions taken in response to feedback they received.