Oaklands

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

The management were knowledgeable about the needs of the people using the service. There were regular team meetings where the values and the direction of the service were discussed. There were systems in place to monitor the quality of service provided and identify improvements. However, whilst the registered manager carried out audits and checks; these had not identified the shortfalls we had found with safe medicines management. Where audits had identified improvements, these were recorded in the home action plan. There were processes to ensure that learning took place when accidents or incidents occurred to minimise the risk of them reoccurring. Staff felt confident in raising concerns with management, who they described as open and approachable. Comments from staff included, “Feel like I can approach management team here” and “There is a really good management team. They are approachable easy to talk to and there is an open door policy. The managers will help you with looking for ways to improve things for people.” Where staff had made suggestions there was a ‘you said, we did’ information board which informed staff of any actions taken by management to implement their suggestions. People and staff were encouraged to give feedback about the service, which was being used to drive improvements.

This service scored 62 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management were knowledgeable about the needs of the people using the service. The management team had implemented an evening shift to support contact and oversight of the night staff team. These shifts allowed time for management to hold a dedicated night staff team meeting and ensure consistent supervision could be provided by the management team. There were regular team meetings where the values and the direction of the service were discussed. Staff were committed to providing a good service which met people’s needs. Comments from staff included “I work here feeling that everybody's rights are protected and I've never had any concerns about that” and “I place a high value on candid communication and actively interact with people to learn about their particular.”

The service promoted equality, diversity and inclusion. Care plans contained information on people’s cultural and religious beliefs and how staff should support them to be able to adhere to their beliefs. For example, some people were required to follow specific diets to ensure they adhered to their religious and cultural beliefs. The service had a freedom to speak up champion and cultural ambassador to encourage a positive culture where people and staff feel they can speak up and their voices will be heard, and their suggestions acted upon. The service had an open culture towards improving the service and driving change where needed. This was based on openness adna willingness to learn from events, accidents and incidents. There were opportunities for lessons to be learned which included staff ahving access to a regular bulletin where incidents were recorded, their potential or actual impact and lessons to be learned to promote positive change.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider had policies and procedures in place to support equality and diversity. On the first day of inspection there was a pre-arranged multicultural event taking place which included food, music and activities planned by the multi-cultural ambassador. The planning of the day had also included input from the service users, care staff and management team. Their was a calendar of multicultural events which had taken place throughout 2024. The focus of these events was to promote and recognise the diverse culture at the service. Events had included a Nigerian independence day, Turkish independence day and Indian food cooking event. Recruitment processes were in place to ensure they were fair. Staff were supported through formal supervision and appraisal meetings. Regular team meetings were held to support to staff to engage and feel involved with the service.

The provider embraced people's differences, including their beliefs, abilities, preferences and backgrounds. Staff were supported to discuss how they could be supported to work effectively. The service had a multicultural ambassador in post whose role was to support staff to be able to meet their cultural needs whilst on duty. For example, some staff were required to fast whilst on duty. The service also employed a LGBTQ+ champion to offer support to staff where required.

Staff spoke positively about the support they received from management. Comments included, “The service is managed in a good way and the leadership gives open, clear and supportive instructions” and “I think the service is very well managed, both for our patients and our staff. The management team is always open, supportive, listening and solving and empathetic.” We found that medicines audits completed by managers and nursing staff did not identify the shortfalls we had found with safe medicines management.

There were systems in place to monitor the quality of service provided and identify improvements. The registered manager carried out audits and checks. However, these were not being completed correctly and had not identified the shortfalls we had found during this assessment. Where audits had identified improvements, these were recorded in the home action plan. Clear business continuity plans were in place. Complaints and concerns were taken seriously and used as an opportunity to improve the service. As required by their registration the provider had submitted the necessary notifications to CQC following significant events at the home, such as safeguarding matters and serious injuries.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff attended regular one to one supervisions and team meetings to ensure there were opportunities for reflection about accidents, incidents and near misses, to aid learning. Debriefs took place after an accident or incident to discuss if changes were needed to people’s care and support to reduce the risk of them happening again. Staff told us, they were kept informed of changes and improvements at the service by management. A number of improvements had been to the service since the last inspection in 2023. This included the redecoration of the lounges, in line with service user wishes following a house meeting, a bespoke sensory bathroom and sensory garden.

People and those important to them had opportunities to feedback their views about the home and the quality of service they received. Care plans evidenced that regular reviews of people’s care took place and where required changes to people’s care and support were made. The provider had a service improvement plan in place.