Oxford Branch

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

Staff had received training in safeguarding and knew how to report any safeguarding concerns. The registered manager had systems in place to investigate and report concerns. Risk assessments and management plans were in place and reviewed regularly. There were systems and processes for staff to follow and incidents and accidents were analysed. Medicines were managed safely and people received their medicine as prescribed.

This service scored 61 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

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.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff understood their roles and responsibilities, were motivated, and had confidence in the management team. Staff told us they felt supported and that the service was well-led. Staff comments included, "The Oxford branch is very well-led and managed properly". "The Oxford branch is well managed, I've no complaints" and " Yes , this service is well managed. The management team are hands on and are prompt to deal with issues that arise."

There was significant emphasis on continuously improving the service. The staff team assessed the quality and safety of the service through audits. Audits included all aspects of care including health and safety checks, safe management of medicines and people's care records. Audit results were used to inform improvements to the service. For example, people's surveys and spot checks were increased to gain greater insight into people's experience of the service.

Staff told us they worked in partnership with other healthcare professionals. One staff member said, "We do work along side GPs and district nurses." Another said, "Yes, I have worked with nurses, the GP and social workers, especially where a client [person] complains or has issues arising."

We asked the local authority commissioners to comment on their working relationship with the service. They told us it was a positive relationship, and the management were keen to improve and responded well.

The registered manager was working closely with the local authorities. Action plans had been created and shared with the local authority, which had improved the service. For example, care plans and risk assessments had improved, keeping people safe as a result of this collaborative work.

Staff told us that communication was good enabling learning to be shared. Staff commented, "Yes, the service always learns from their mistakes, and all the incidents are discussed in staff meetings. We also share learning to avoid Risks", "If there is any issues or a mistake they [registered manager] usually call for a meeting and it's discussed" and "In the meeting we speak up and the meeting helps to resolve issues. We do meetings almost every month and yes it helps to improve services." The registered manager told us improvement through learning was a priority. They added, "I’m in a skills for care mentoring group which is very supportive and I am a member of the Oxfordshire Association of Care Providers which is a great source of learning and support."

Records confirmed accidents and incidents were investigated and results and learning was shared with staff. Regular staff meetings were held where staff could raise issues and share learning. Staff also had access to further training.