Oaktree 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

We assessed all the quality statements in this key question. People, their relatives and staff gave positive feedback about the culture and leadership of the home. Managers were visible, and staff found them approachable. Staff and leaders were committed, compassionate and caring and they worked together to provide a good service to the people who lived at Oaktree Care Home. The provider had effective systems and processes to ensure they service was regularly monitored and audited. Daily, weekly and monthly checks were carried out. These helped track where improvements had been made or were still required. Where shortfalls were found, action plans were developed, and improvements made within specified timescales. Managers were open to ongoing learning and improvement. Action had been taken since our last inspection to make improvements which benefited people. Staff felt confident to speak up to make suggestions or raise concerns. Staff we spoke with told us equality and diversity was respected and celebrated. Managers were keen to ensure everyone felt welcome and valued in the organisation. There was effective communication throughout the service, and a range of meetings and systems helped ensure staff remained up to date. We received positive feedback from health and social care professionals. Staff had well established links and made referrals to other services to ensure people’s health and wellbeing needs were met.

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.

Staff and leaders were committed to providing a good service to the people who lived at Oaktree Care Home. They put the provider’s values into practice. These focused on being committed, compassionate and caring. The management team and staff had worked closely together since our last inspection to make improvements. They were positive about the changes that had been made at the service. One staff member told us, “The changes are good. It’s really different now. Everyone here is like my family.” Staff felt the service was well run and organised. Many staff told us there were good lines of communication with managers and senior carers. Staff confirmed they felt informed about important updates and people’s changing needs. Staff said they worked together as a team to meet the needs of the people living at the service. One staff member said, “We review everything as a team. It won’t work without teamwork.”

The management team had a clear vision and there was regular support from senior managers from across the organisation. An action plan detailed the service’s priorities and ongoing improvements and helped the team achieve their aims.

People, their relatives and staff were confident about the leadership of the home. Staff felt the management team were approachable, fair and supportive. One member of staff said, “Often the registered manager will come along to handovers to meet with both day and night staff and to check out how we are feeling.” Another told us, “I feel listened to. Things are much more organised now. Since [registered manager] came, things have changed for the better.” The management team had an open-door policy and were visible and available during our visit. They had the skills, knowledge, experience and credibility to lead effectively and were open and honest during this assessment. Throughout our visit the management team demonstrated they knew people well.

Systems and processes confirmed there was provider oversight and leadership. The management team demonstrated they were keen to continually develop and improve the service.

Staff told us they felt confident to raise concerns with the management team or the nurses leading the shifts. One staff member said, “I like the open mindedness of the team here. They’re willing to try things and any ideas are welcomed.” The management team completed daily walk arounds of the home and spoke with staff and people. Senior managers also visited the home regularly. This meant people and staff had opportunities to speak with people who could bring about change.

Staff had access to policies to support them when identifying concerns or raising issues. A complaints process outlined how people could raise concerns if they were unhappy with the service. Staff were encouraged to give feedback and completed regular surveys. A recent staff survey gave positive feedback. The only area which received a lower rating related to pay and benefits. The registered manager had highlighted this to the provider in an action plan.

There was a diverse workforce and the staff we spoke with told us they felt respected and able to be themselves. Events had been held where staff shared elements of their culture with people and colleagues to foster understanding and interest and celebrate the diversity of the service.

Staff received training which focused on equality, diversity and human rights. The provider had policies in place to protect and promote the rights of the people using the service and the staff team. Reasonable adjustments were made to help ensure everyone was treated fairly and their needs could be met.

Staff understood the expectations of their role and had regular contact with the management team to discuss issues, challenges or changes. Staff told us they maintained a high quality service because they cared for the people who lived at the service and received support from the management team in their roles. The management team told us about the systems and processes they had in place to ensure all aspects of the service were regularly monitored and audited. They shared examples of checks and action plans to show how shortfalls were identified and improvements made.

At the last inspection, we identified a breach of regulations relating to good governance. At that time, we found people were at risk because effective systems were not in place to ensure the home was in a good state of repair. At this assessment we found improvements had been made and the provider was no longer in breach of regulations. The provider had systems to monitor and improve standards and safety. Daily, weekly and monthly audits were completed. There were checks of areas such as medicines, falls and the building and equipment. Where shortfalls were found, action plans were developed, and improvements made within specified timescales. Oversight within the organisation helped to hold staff to account, keep people safe, protect their rights and ensure quality care was provided. The registered manager understood their regulatory responsibilities and submitted statutory notifications as required.

People and their relatives told us staff referred to health and social care professionals as necessary to ensure individual needs were met. People were encouraged to maintain relationships with those who were important to them, and visitors were welcome in the home.

Staff said they had good relationships with other professionals and external stakeholders. They felt the support of health and social care professionals helped them provide a good service which was responsive to people’s needs.

We received positive feedback from health and social care professionals. They told us they felt staff had the best interests of people at heart and were open to engaging with them to provide a good service.

Records confirmed people regularly saw other professionals when needed, including GPs and specialist practitioners. GPs visited the service weekly to review people’s acute and ongoing needs. Staff knew how to seek advice or make referrals as required.

Staff had supervision at regular intervals. The registered manager said they had supervision meetings with all staff when the new electronic care planning system was introduced recently. A staff member told us, “I love the new electronic notes – it’s much quicker and everything’s there.” Managers and the staff team were committed to providing the best outcomes for people. Staff were encouraged to be creative in the ways they delivered the service to improve people’s experience and quality of life. One staff member said, “I like that I have to think on my feet every day. No 2 days are the same.” During this assessment, managers acted promptly to address any suggested improvements.

The electronic system enabled staff to report incidents easily. These were reviewed in handover and at staff meetings. Specific action plans were in place, and these provided evidence of ongoing learning, development and improvement. The provider shared good practice and initiatives across its services and with the public on its website.