OASISC are and Training Agency Uk Chority no:1044521 ANNUAL REPORT 2023-2024 ## **Table of Contents** OVERVIEW .....................................................................1 CHAIR’S ANNUAL REVIEW......................................2-3 EXECUTIVE DIRECTOR’S REPORT .........................4-5 FINANCIAL ANALYSIS REPORT ..............................6-8 BUSINESS DEVELOPMENT .......................................9-10 VOCATIONAL TRAINING SERVICES ..................... 11-12 OASIS WORKFORCE SOLUTIONS .........................13-14 OASIS CARE MANAGEMENT REPORT ..................15-17 OASIS ELECTRONIC CALL MONITORING .......... 18-20 QUALITY ASSURANCE ................................................21-22 ANNUAL AUDITED ACCOUNTS 2023-2024 ..... 23-45 **1 | PAGE** ## OVERVIEW OASIS Care and Training Agency has demonstrated remarkable resilience and strategic growth in the 2023-2024 financial year, despite facing significant challenges in the social care sector. The organisation achieved an operating surplus of £52,9633, representing 0.46% of income, which exceeded the forecasted £135,000. This negative financial outcome is a testament to the agency's highly competitive environment and the wider economic downturn. Total revenue for the year increased by 7.55% to £11,377,322, reflecting successful diversification efforts and expansion into new service areas. The OASIS Workforce Solutions division, in particular, showed exceptional growth, with revenue reaching £10.30 million, primarily driven by successful penetration into the transport industry. This strategic move has significantly contributed to reducing the agency's reliance on traditional domiciliary care services. OASIS Training also experienced substantial growth, with a 31.72% increase in income to £628,966.10. The division successfully delivered various programs, including apprenticeships, Adult Education Budget courses, Skills Bootcamps, and Department for Work and Pensions initiatives. This growth in training services not only diversified revenue streams but also contributed to addressing the sector's workforce development needs. Operationally, OASIS implemented several key improvements throughout the year. The introduction of the People Planner software enhanced care assessment processes, leading to more personalised and efficient care delivery. The agency also fully adopted the new Care Quality Commission (CQC) assessment framework, aligning its processes with the 34 Quality Statements to ensure high standards of care. Despite these achievements, OASIS faced ongoing challenges, including workforce shortages and increased competition in the sector. However, the agency's proactive approach to these issues, coupled with its strategic diversification, has positioned it well for future growth. The financial projections indicate a promising outlook, with a combined turnover expected to reach £26.05 million by 2026. **1 | PAGE** ## CHAIR’S ANNUAL REVIEW This year has been transformative for Oaiss Care, as we strengthened our foundations for a strong and thriving future to deliver care with purpose. We have invested in our technology and systems and continued our journey to be an improving organisation. The world around us continues to change at an unprecedented pace, and we are responding with purpose, energy and agility as we enter this new era. Funding for the social care sector remains a challenge. However, we have a general election this year and we have seen its very much on the agenda for new government and in the community about how social care can be funded sustainably. This gives us hope that decades of inattention and inadequate funding can be changed to position the sector as an attractive place to work, and a trustworthy sector for people to receive care as they age. We are optimistic about a positive shift within the sector following increased wages for some of our care staff as a result of becoming London Living Wage employer for our care workers. We hope that this will flow to all care workers who do important work and ensure the delivery of quality care across our services and attract more people to work in the sector. Given the difficult circumstances our teams have been working in and continue to do so, it is extremely reassuring that our results in the service user survey revealed that we obtained improvements to the satisfaction rate of service user. The introduction of Operation Manager Debbie Dabreo continues to have a positive ongoing impact. This is an endorsement of the work we have done with colleagues to change our culture through tangible actions, which permit continuous improvements to be made. We recognise that there is still a considerable way to go to make Oasis not only a good place to work, but a great place to develop your career. **Ahmed Mohamed Ahmed Chair of Trustee** I firmly believe that positive colleague and service user experience go hand in hand, which is why ensuring our people are happy and supported is crucial. We will continue to work with teams to improve and ensure we support colleague wellbeing as best we can, so in turn they can provide the best care to our service users. **2 | PAGE** ## CHAIR’S ANNUAL REVIEW Our success is also directly linked to the hard work of our team. We have made extraordinary progress this year, and I would like to personally thank every team member for their energy, commitment and consistency in driving our business forward. This year, our plans for expansion include: - A new E-Learning platform - Further investments into our technology - New Care Management System - Access People Planner & Access Care Planner. - Subscription to QCS, this is now the platform for our policies and procedures. There are also some plans that are in their very early stages, but I look forward to sharing them with you all soon. Finally, I want to thank all my Board member colleagues for their support and sharing constructive concern and challenge to ensure we continued our resolve to deliver on our goals. I hope this annual report enables you to understand our charity organisation, the key risks to the achievements of our goals and how we have performed over the year. It is also an opportunity to celebrate the dedication and commitment of our colleagues and frontline workers and recognise the safe, caring service that they provide across the capital. _**Senior Team**_ **3 | PAGE** ## EXECUTIVE DIRECTOR’S REPORT The past year has been transformative for OASIS Care and Training Agency, marked by significant achievements and strategic developments across our diverse operations. Despite challenging economic circumstances and external pressures, we have maintained our commitment to delivering high-quality care services while expanding into new sectors. For the 2023/24 financial year, OASIS Care and Training reported an operating surplus of £52,963, representing 0.46% of income. This is below the forecasted figure of £135,000 due to investment made during the year and demonstrates management commitment to building the future strenght of our organisation. Our total revenue increased by 7.55% to £11,377,322, reflecting our successful diversification strategy and resilience in a competitive environment. Recognising the evolving landscape of social care, we have implemented a comprehensive strategy to reduce our reliance on domiciliary care. This includes expanding into new areas such as Cleaning/Domestic Services, Sheltered Housing, Care Homes, Flexi Care, Virtual Training Platforms, and specialised Dementia Pathways. Our OASIS Workforce Solutions division has shown remarkable growth, with revenue reaching £10.30 million, primarily due to our successful penetration of the transport industry. We have made significant strides in enhancing our care assessment processes, adopting new regulatory frameworks, and refining our operational procedures. The introduction of the People Planner software has revolutionised our care assessment system, enabling more personalised and efficient care delivery. We have also fully adopted the new Care Quality Commission (CQC) assessment framework, aligning our processes with the 34 Quality Statements. OASIS Training has seen substantial growth, with a 31.72% increase in income to £628,966.10. We have successfully delivered apprenticeships, Adult Education Budget programs, Skills Bootcamps, and Department for Work and Pensions initiatives. Our commitment to workforce development is evident in our management of the Workforce Development Fund, claiming £12,000 for professional development. **4 | PAGE** ## **Challenges and Future Outlook:** While we face ongoing challenges, including workforce shortages and increased competition, we are well-positioned for future growth. Our financial projections indicate a combined turnover increase to £26.05 million by 2026, driven by expansion in OASIS Workforce Solutions and diversification of OASIS Care services. We remain committed to our mission of enhancing the quality of life for vulnerable people in London while promoting diversity, quality learning opportunities, and overall social and economic well-being. As we move forward, we will continue to adapt to market changes, invest in technology and staff development, and explore new opportunities to serve our communities better. The Board of Directors extends its gratitude to all staff members for their dedication and hard work during this transformative period. We look forward to building on these achievements and driving OASIS Care and Training Agency towards a sustainable and impactful future. **5 | PAGE** ## FINANCIAL ANALYSIS REPORT ## **Financial performance** The past year has proven once again the enduring strength of our strategic model. We have held our nerve while facing difficult economic circumstances, government indecision and external pressures, by continuing to focus on our Service Users, invest in our people and support our communities in which we serve. For the 2023/24 financial year Oasis Care and Training is reporting an operating surplus of **£52,963 (0.46% of income** ), comparing to the prior year’s operating surplus of £198,488 and to the £135,000 forecasted for the year. In a context of financial and operational uncertainty, this is highly encouraging and indicative of the underlying strength of Oasis Care and Training Agency (OCTA) and the robust way in which the organisation has navigated its way through difficult times experienced throughout the financial year. ## **Surplus allocation** As with previous years, and in line with the principles underpinning OCTA’s financial strategy, the surplus generated in 2023/24 will be used wholly to sustain investment in infrastructure and the charities objective’s, support the organisations operations, enhance the end service user experience and enable delivery of the organisation objective mission. ## **Financial Outlook** We face a challenging external environment. However, we currently have three main revenue streams (Oasis Care, Oasis Training and Oasis Workforce Solutions Limited). With three different revenue streams, we are hoping to mitigate any challenges faced in the years to come. ## **Oasis Workforce Solutions** Oasis Workforce Solutions was set up in April 2021 as separate legal entity owned 100 percent by Oasis Care and Training Agency through Oasis Transport and Recruitment Limited. The inception of Oasis Workforce Solutions was to maximise our capabilities in the recruitment sector within the transport industry and beyond. In the financial year 2023-2024, Oasis Workforce Solutions Limited has seen revenue reach £10.30m (2022-2023: £9.4m), an increase of almost 10%. This has mainly been down to our successful penetration of the transport industry by supplying PVC drivers. In the financial year, Oasis Workforce has been closely with some of the leading operators in the United Kingdom in providing quality drivers to complement permanent drivers of these operators. **6 | PAGE** ## **Oasis Care Branches** During the financial year 2023-2024, OCTA revenue has mainly been derived from the care element of the organisation (94%). OCTA has three different branches (Oasis South, Oasis West and Oasis Central) and below shows how revenue has been distributed between the branches for 2022-2023. **----- Start of picture text -----**
Branches
SE & East London
21% Central
29%
South
24%
West
26%
Central West South SE & East London
**----- End of picture text -----**
For 2023-2024, The three branches have seen an increase in revenue generated across the board. Management are on course to achieving Oasis West and Oasis Central having a fair share of revenue and income to be more evenly distributed across Oasis Care. This will minimise the risk of reliance on any branch in the years to come. ## **Type Of Revenue (Care)** Oasis Care main income is sourced from local authorities in London and accounts for 85% of care revenue. The rest of care income is made up from NHS and private individual service users. **----- Start of picture text -----**
Training Income Source of Funding
Private
6% Third Party
5%
4%
Local Authority
85%
Private Third Party Local Authority Training Income
**----- End of picture text -----**
Management is looking to secure a more balanced income streams with more emphasis on NHS and Private service users. **7 | PAGE** ## **Training Income 2023-2024** OCTA Training element has seen an increase of 31.72% from £628,966.10 to £466,886. This increase has been fundamentally down to second year of our Greater London Authority (GLA) contract which overlaps the academic years of 2021-2022 and 2022-2023 within the financial year of Oasis. With budget for 2024-2025 and 2025-2026, the training arm is hoping to deliver an overall budget of £600,000 to £700,00. For 2024-2025, The training arm will be delivering the following Apprenticeships (Main provider and Levy), Skills Bootcamp Care and Skills Bootcamp Early Years. This will be academic year 2024-2025 and will overlap two financial account year. ## **Operating Expenditure** In 2023-2024, overall expenditure has seen an increase of **9.09% to** £11,324,359 (2022-2023: £9,272,823). This against the break drop of revenue increase of **7.55% (From £10,578,760 to £11,377,322)** shows strategic objectives of the organisation has been met by the organisation against highly competitive environment. **8 | PAGE** ## BUSINESS DEVELOPMENT OASIS Care and Training Agency has developed a comprehensive financial strategy for 2023-2026 that focuses on diversification, growth, and sustainability across multiple sectors. The agency aims to reduce its reliance on Domiciliary Care by expanding into new areas such as Cleaning/Domestic Services, Sheltered Housing, Care Homes, Flexi Care, Virtual Training Platform, and Dementia Pathway. This diversification is reflected in their projected growth figures, with OASIS Care expected to increase from £10.50M in 2024 to £11.20M in 2026. A significant part of OASIS's financial strategy involves the development of OASIS Workforce Solutions, a new division that will encompass sectors such as Bus Drivers, Patient Transport, Security, Distributions, SEN School Transport, and Construction. This division shows the most dramatic growth projections, expected to rise from £10.30 in 2024 to £14.6M in 2026. To support this expansion, OASIS is allocating funds for setting up operator licenses, business plan consultancy, and purchasing a care home. They have budgeted £50,000 for Bus Drivers, £15,000 for Patient Transport, and £10,000 each for Security, Distributions, and Construction sectors. The agency is also investing heavily in its training division, OASIS Training. By expanding apprenticeship programs, Adult Education Budget (AEB) courses, Skills Bootcamps, and DWP initiatives, they project significant growth in training revenue from £600,000 in 2024 to £1.5M in 2026. This focus on training and skills development not only diversifies their revenue streams but also addresses the growing demand for qualified professionals in the care sector. OASIS's financial strategy also emphasises sustainable financial management. They are developing pricing structures and revenue projections to ensure agency profitability and exploring potential expansion into new geographical areas as the agency grows. The agency continues to pursue public sector contracts through competitive tendering, investing in the preparation of tender submissions and improving the tender process. Simultaneously, they are targeting private sector opportunities by offering services directly to private clients who do not qualify for local authority funding and to employer customers seeking recognised qualifications for their staff. **9 | PAGE** ## BUSINESS DEVELOPMENT Technology integration forms another crucial part of OASIS's financial strategy. They plan to implement new software solutions to enhance workflow and efficiency, including advanced applicant tracking systems and recruitment software. This technological investment is expected to improve operational efficiency and support their growth objectives. Marketing and brand development are also key components of the financial strategy. OASIS plans to strengthen its social media presence to improve recruitment targets and brand recognition. They will create sector-specific marketing campaigns for their new ventures, aiming to establish a strong presence in each of their new sectors. Overall, OASIS Care and Training Agency's financial strategies demonstrate a commitment to growth, diversification, and sustainability. By expanding into new sectors, improving existing services, and focusing on both public and private sector opportunities, OASIS aims to significantly increase its turnover from £21.70M in 2024 to £26.05M in 2026. This ambitious growth plan, coupled with a focus on continuous improvement and adaptation to market changes, positions OASIS for success in the evolving care and training landscape. **10 | PAGE** ## VOCATIONAL TRAINING SERVICES The Oasis Training Department is pleased to present its 23/24 Annual Report, highlighting our mission, values, and the significant achievements and initiatives undertaken in the past year. As an organisation dedicated to supporting economically inactive, low-paid, and at-risk individuals, we have remained steadfast in our commitment to providing employment opportunities, training, and development to empower our clients and the local community. ## **Mission and Values:** Our mission at the training department is to support the most economically inactive, employed low-paid, and those at risk of redundancies. We achieve this by providing information, advice, and guidance, employment opportunities, and further training and development to support our customers in employment. Central to our values is the aim to support at least 70% BAME client group and at least 60% women, reflecting our commitment to diversity and inclusivity. We are dedicated to reaching our goals by expanding our stakeholder network, including employers, Jobcentre Plus, and local communities, to create a robust support system for our clients. ## **Reflection on the Past Year:** The past year has been marked by numerous successes and impactful initiatives that have furthered our mission and values. We have continued to make a positive difference in our local communities through the delivery of apprenticeships, skills bootcamps, and the ESOL DWP program. These efforts have not only provided valuable opportunities for our clients but have also contributed to the overall economic and social well-being of the community. ## **Apprenticeships:** Our apprenticeship delivery has been a cornerstone of our efforts, reaching 50 apprentices across a diverse range of standards. These include Business Administrator level 3, Health and Social Care levels 2 to 5, Digital Marketing level 3, Early Years levels 2 to 5, Teaching Assistant level 3, and Leadership and Management levels 5 to 7. This comprehensive approach to apprenticeship standards underscores our commitment to catering to a wide spectrum of skills and career paths. Furthermore, our expansion of the employer engagement team with more experienced staff reflects our strategic investment in building strong partnerships with employers, essential for creating sustainable employment opportunities for our clients. ## **Skills Bootcamps:** The successful delivery of Wave 3 and the subsequent award of Wave 4 Skills Bootcamps (SBC) have been instrumental in supporting employers and unemployed clients in the Care sector. Between May 2023 and March 2024, we have supported 226 starts, 200 achievements, and 71 progressions, demonstrating the tangible impact of **11 | PAGE** ## VOCATIONAL TRAINING SERVICES our efforts in providing valuable skills and support to individuals seeking employment in the Care sector. ## **ESOL DWP Programme:** Our pilot program to support Somali-speaking UC claimants in Woolwich (SE18) has been a testament to our responsiveness to the diverse linguistic and cultural backgrounds of our clients. Over a period of 3 months, we engaged and supported 13 learners, addressing specific language and communication needs within the community. This targeted approach reflects our commitment to addressing the unique needs of our client base. ## **Workforce Development Fund:** Our commitment to workforce development is evident in our management of the Workforce Development Fund. By keeping the workforce data set up to date and claiming £12,000 through the Skills for Care Workforce Development Fund (WDF), we have demonstrated our proactive approach to securing resources for the professional development of our workforce. This investment not only enhances the skills and capabilities of our staff but also contributes to the overall quality of service delivery and support provided to our clients. In conclusion, the Oasis Training Department's 23/24 Annual Report reflects a year of significant achievements and impactful initiatives aimed at supporting economically inactive, low-paid, and at-risk individuals. Our commitment to diversity, collaboration with stakeholders, and strategic investments in training and development have made a tangible difference in the lives of our clients and the local community. Looking ahead, our dedication to expanding opportunities and addressing the evolving needs of the workforce positions us as a key player in driving positive change and empowerment within the community. We remain committed to our mission and values and look forward to continuing our efforts to create a more inclusive and prosperous future for all. **12 | PAGE** ## OASIS WORKFORCE SOLUTIONS Over the past 12 months, we have faced numerous challenges. After a strong performance in Q3 and Q4 last year, market issues caused a slowdown in Q1 and Q2 of 2024. Despite these hurdles, our core expertise in driver recruitment has been recognised, and we have maintained our client base in regions such as Bristol, London, Oxford, and East Anglia while gaining new clients in Essex and Newcastle. At OWS, we are committed to social value and sustainability. Our strong community connections enable us to offer responsive and viable services. ## **Business Focus for 2023/24** Our focus for 2023/24 is built on four crucial pillars: Capacity, Quality, Capability, and Efficiency. Our dedication to fostering a positive workplace culture for office staff and drivers supports these pillars. - **Capacity** : We aim to expand our capabilities within the bus industry and the transport and coordination sectors. We are also exploring opportunities in other service industries, including cleaning, warehouse staff, customer service, retail, and security. - **Quality** : We are committed to continuous innovation and improvement, striving to be the preferred supplier for our clients and candidates. - **Capability** : We support the development of our personnel, equipping them to deliver innovative solutions and service excellence. This year, we have seen growth among our apprentices and senior staff members. - **Efficiency** : We aim to establish streamlined systems and processes to simplify operations and explore innovative software solutions. ## **Achievements** Our efforts to diversify our business model have led to several significant milestones: - Gained a TFL license to operate 100 routes. - Obtained an operator license to run 15 minibuses. - Achieved a transport manager qualification for our operations manager. - Received approval for SEN transport in several London boroughs. ## **Looking Forward** With ongoing challenges in the bus and coach sector, particularly around government funding, many operators have reduced their reliance on temporary drivers. We have focused on diversifying our services and have secured a TFL license to operate SEN routes and non-emergency patient transport and HGV driving opportunity. **13 | PAGE** ## OASIS WORKFORCE SOLUTIONS ## **Priorities for 2023/24** Our key priorities for 2023/24 include: - Scaling up our business to meet customer requirements. - Refine our recruitment processes by learning from past experiences. - Embracing industry best practices. - We focus on candidates who align with our culture, emphasising driving competence and expertise. - Promoting knowledge, skills, and learning opportunities for our full-time staff and apprentices. - Increasing our market profile to aid recruitment. ## **Aims for 2024/25** - Establish a more substantial social media presence. - Explore and implement new software solutions. - Provide comprehensive training to staff to achieve target goals. - Enhance recruitment processes. - Attract and retain high-quality driving professionals. ## **Expansion into Other Services** Over the past year, we have tasted other sectors, like cleaning, and we want to build on these and other sectors. - SEN transport - - Supplying security staff. - - Providing delivery drivers - Non-emergency patient transport Amazon partnership (application submitted) Offering warehouse operatives. Our expansion into these sectors demonstrates our commitment to broadening our service offerings and adapting to the evolving needs of our clients and candidates. **14 | PAGE** ## OASIS CARE MANAGEMENT REPORT OASIS Care Management team undertook major initiatives and changes over the past year. We have made significant strides in improving our care assessment processes, adapting to new regulatory frameworks, enhancing staff training, and refining our operational procedures. These changes have positioned us to provide even higher quality, more personalised care to our clients while ensuring regulatory compliance. ## **New Care Assessments** One of our most impactful changes this year was the introduction of a new care assessment system using People Planner software. This digital platform has revolutionised how we conduct and manage personalised care assessments: - _Streamlined Process:_ The new system allows for more efficient data entry, retrieval, and analysis of care assessment information. - _Enhanced Personalisation:_ People - Planner enables us to create more tailored care plans that better address individual client needs. • _Improved Accessibility:_ Care staff can now access up-to-date client information securely from any location. • _Better Compliance:_ The system helps ensure all required assessment elements are completed consistently. ## **Staff Training** To support this transition, we conducted comprehensive training for all office staff on completing personalised care assessments using the new system. This training focused on: - Navigating the People Planner interface - Best practices for conducting thorough assessments - Techniques for capturing client needs and preferences accurately - Proper documentation and record-keeping procedures **15 | PAGE** ## OASIS CARE MANAGEMENT REPORT ## **E-Learning: Introduction of Blended Learning** Blended learning was introduced for all care staff whereby all relevant courses are accessed online by the care workers, which is them completed by specific face-to-face training. Since the start of our blended learning process, we have achieved. - _Online Modules:_ We now offer a comprehensive suite of e-learning courses covering - essential care topics and regulatory requirements. - _In-Person Training:_ Hands-on workshops and practical sessions complement the - online learning to reinforce key skills. - _Continuous Assessment:_ Regular knowledge checks and competency evaluations - ensure staff maintain high standards of care delivery. ||**Central Branch**|**South Branch**|**West Branch**| |---|---|---|---| |**Course**
**Completed**|3544|4266|5047| |**Percentage**
**Completed**|68%|32%|41%| The branches have completed around 17,000 total online courses delivered. ## **Adoption of New CQC Assessment Framework** In response to regulatory changes, we have fully adopted the new Care Quality Commission (CQC) assessment framework introduced in late 2023. Key aspects of our implementation include: two CQC inspections in 2023 at South and West branches with contrasting outcomes. The CQC inspection in South Branch in late 2023 was a success whilst CQC Inspection on West was a failure. Since the inspection, the West Branch team have made a number of wholesome changes that has resulted in much better outcomes for the following CQC Inspection in April 2024. ## **Quality Statements** We have now aligned our processes with the new quality statements, replacing the previous Key Lines of Enquiry (KLOEs). • _Evidence Collection:_ We have refined our methods for gathering and presenting evidence across all required categories, including people's experiences, staff feedback, partner input, observations, processes, and outcomes. - _Continuous Improvement:_ We have implemented systems to regularly review and - enhance our performance against the five key CQC questions (Safe, Effective, Caring, Responsive, and Well-led). **16 | PAGE** ## OASIS CARE MANAGEMENT REPORT ## **HR Process Improvements** We have overhauled our human resources processes to better support our workforce: • _Digital Onboarding:_ A new online system streamlines the hiring and orientation process for new employees. - _Performance Management:_ We have implemented a more robust, ongoing - performance evaluation system to support staff development. - _Employee Wellbeing:_ New initiatives have been launched to support staff mental - health and work-life balance. ## **Policy Updates** A comprehensive review and update of all organisational policies has been completed to ensure alignment with current best practices and regulatory requirements. Key changes include: - Enhanced safeguarding procedures - Updated infection control protocols - Revised medication management guidelines - New environmental sustainability policies ## **Well-Led Process Enhancements** To strengthen our leadership and governance, we have: - Implemented a new leadership development program for managers, with 2 Mangers enrolled for Level 7 Management courses. - Enhanced our quality assurance and audit processes - Improved communication channels between leadership and frontline staff - Established a formal process for gathering and acting on stakeholder feedback As we move forward, The Care Management Team remain committed to continuous improvement and excellence in all aspects of our operations. **17 | PAGE** ## OASIS ELECTRONIC CALL MONITORING ## **Background** Over the past four years, Oasis Care & Training Agency has transitioned from a solely paper-based organisation to one that is almost entirely paperless, with over 95% of Oasis Care’s both administrative & care management processes done on innovative tailored platforms. CM2000 & HAS Portal along with establishing a Monitoring Dept. were just the start of a long but very fruitful journey into modernising and digitalising Oasis Care and Training Agency to enhance compliance, quality assurance and a satisfactory person-centred care service. ECM Officers monitor Live over 1,250 scheduled visits every day and more than 3,700 regulated care plan activities including service user medications. Our ECM officers are dedicated to supporting our care staff in real-time. The benefits of Live View monitoring are twofold, we have peace of mind and verification that our service users are receiving their scheduled care at the correct times, all care visits are checked in and out, that all information is recorded, and that medication is accurately managed. Our ECM Officers support and keep track of lone care workers while out in the field. Our Monitoring Dept. collaborates closely with the care teams in three Oasis branches, HR and Finance. With real-time alerts, ECM Officers flag up any concerns to the related care teams and care managers who address care worker compliance failures, carry out necessary checks and investigate near miss visits. ECM officers complete daily and weekly visit audits to confirm all visit logs are completed for finance to process care staff payments at the end of each month. This is a brief summary of Oasis Care’s vision and objectives for migrating to and implementing Access Care Management Solutions, along with the past year performance and achievements. ## **Overview** As part of our strategic improvement plan, Oasis Care is committed to achieving performance-based results with the latest care management technology. The past year has seen advancements and achievements in streamlining all areas, including administrative performance, service quality, and considerable accomplishment in monitoring, reporting, analysing, and establishing specific protocols for action. Choosing to partner with the best in the technology market, Access next-generation ecosystem platforms enable us to accomplish the required statutory compliance and inspection frameworks by the Care Quality Commission. ## **Added Value:** The features of Access Care Management Solutions, as well as how the system was executed were critical to our migration's reliability and success. The majority of our data was on both CM2000 and HAS Portal, which are integrated and managed by Access Group, making our move and migration seamless. **18 | PAGE** ## OASIS ELECTRONIC CALL MONITORING ## **Our Vision:** To optimise the way we deliver care, utilising innovative software technology allows us to gain a better administrative process with a single view of our entire organisation, including people, processes, and care management platforms. That view being offering better person-cantered care service and enhancing monitoring, reporting and evaluation to produce tangible strategies to meet the compliance regulations and CQC's inspection frameworks. It is also crucial to advance the working environment for our personnel, care workers, and service users through digital transformation. ## **Our Objectives:** - Advance internal administrative processes with a quality work-stream to optimise evidence-based person-centred care service. - Well-structured and clear care plans to achieve 100% required statutory compliance collecting evidence against regulated activities. - Obtain a complete HR system comprising of all critical care staff information and compliance training requirement records. - Acquire a wide range of custom developed audit reports, filtered by client or carer enabling detailed in-depth reviews for service improvement agendas. - Attain comprehensive intuitive dashboards to enhance our Liver monitoring, improving support to our care workers to achieve service quality and safety. - To Acquire an empowering comprehensive system to assess progress against the planed milestones and the implementation of policies and procedures. ## **Access Project implementation** Our Access systems were tailored to our specific needs during the project planning and implementation phases, which began in July 2023. We were able to design and implement our unique environment thanks to scoping workshops and trainings. Oasis Care Access systems went live throughout our three branches and Live Monitoring Department in November 2023. Configuring our needs and preferences enabled us to fulfil our objectives, align our processes and procedures with CQC guidelines, and meet regulatory requirements. ## **Challenges** We encountered a few hurdles during the full digitalisation of our processes, including a complete cultural shift in the way we work both internally and externally. Our care staff resisted at first because this was our second move to a new platform in four years. Some carers found it hard but after using the system and experiencing first-hand all of the benefits and the continuous support they were receiving from the ECM Officers they were on board and satisfied. **19 | PAGE** ## OASIS ELECTRONIC CALL MONITORING ## **Achievements** Recognising our respective strengths and the unique contributions we make to achieving Oasis Care's vision and goals, Oasis Care Monitoring Dept. plays an outstanding and critical role in ensuring communication, collaboration and results. Access Platforms have upgraded Oasis Care to achieve significant compliance improvements with single version of records, data, and information, sharing, reviewing and updating is productive, cohesive and consistent throughout our organisation. ## **Outlook for the future** We look forward to achieving empowering results through continues improvement in our internal and external working environments, meeting statutory and regulatory frameworks. And achieving 100% compliance in the 5 Key quality statements of the new CQC Single Assessment Framework **20 | PAGE** ## QUALITY ASSURANCE The Oasis compliance team’s key responsibilities and functions are to: - provide effective operation governance and quality improvement policies and frameworks - ensure systems and processes are appropriate to deliver safe and effective personal care services – meeting legislative requirements and ensuring the best outcomes for service users and their representatives. - oversee transparent and consistent processes within defined operation governance structures - oversee robust monitoring, audit and quality improvement processes across branches care services - ensure effective engagement with service users and their representatives and care staff regarding the quality of care. If the team is concerned that a branch is not complying with their responsibilities, we will issue a compliance notice. If, after the branch has responded, the compliance team is still not satisfied that they are compliant, we can direct them to take action to ensure compliance. The Oasis West Branch has lost its good rating and the branch alongside the compliance team have worked hard to complete all necessary actions. CQC have recently reinspected, and we await the results to be published soon. The Compliance team made several changes to its processes and practices to strengthen its quality assurance impact. This included enhancing the non-compliance internal processes, improving management of risk assessments, implementing service user/ care staff engagement strategy to address matters in a timely manner. The new CQC single inspection framework already came into effect and has touched almost every aspect of care. Under the single inspection framework, the compliance team is preparing branches for the changes that will result from the introduction of the 34 Quality Statements. Against this backdrop, the compliance team has developed serious reporting forms and a redesigned audit methodology for use with the Quality Statements. We will use the insights gained to design audit processes that objectively assess performance, identify any areas of non-compliance, and assist branches to address those areas and reach confidently for improved performance. **21 | PAGE** ## QUALITY ASSURANCE Oasis Care is committed to providing effective operational governance and quality improvement frameworks. Our key responsibilities include: - Ensuring systems and processes deliver safe and effective personal care services. - Overseeing transparent and consistent processes within defined structures We have recently undergone significant developments in our compliance and governance procedures. These include: - Completion of a CQC reinspection, with results pending publication - Implementation of the new CQC single inspection framework, encompassing 34 Quality Statements Our organisation has made substantial process enhancements to improve our overall performance. These enhancements include: - Strengthening non-compliance internal processes - Improving management of risk assessments - Implementing a service user and care staff engagement strategy Branch performance is a critical aspect of our compliance efforts. In January 2024, our Oasis West Branch faced challenges: - The branch was rated 'inadequate' for 'safe' and 'well-led' domains. - Required improvements included enhancing quality assurance processes and reviewing risk assessments. We have a robust system for addressing compliance issues. When branches are not meeting their responsibilities: - Compliance notices are issued. - Branches are required to respond with action plans. - Further directives may be given if necessary. Looking to the future, Oasis Care is focusing on several key areas to maintain and improve our compliance and governance standards: - Adjusting branch performance monitoring to align with the new Quality Statements - Designing fair and effective audit processes to assess performance and identify non-compliance. - Supporting branches in addressing areas for improvement This summary reflects our ongoing commitment to maintaining high standards of care and continuously adapting to regulatory changes across all our branches. **22 | PAGE** 231 PAGE 21ts22 241 PAGE M￿h X124. SU5 H.Y. kn￿1￿4￿1 M. 15mail SA YUH Unli G31 35 Hatht Road 3HT 9 ¥oelles*¥ Ilo•d CR9 2AA 251 PAGE 261 PAGE 271 PAGE 22knwy3)25 P4eS 281 PAGE . ￿ a Inje lair ¥iew al thE cathe dwirfs ¥fw5 as at 31 ofi 291 PAGE a **Oasis Care & Training Agency AUDIT REPORT UNQUALIFIED** We have nothing to report in this regard. ## **Matters on which we are required to report by exception** In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees' report. We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion: - the information given in the trustees' annual report is inconsistent in any material respect with the accounts; or - sufficient accounting records have not been kept; or - the accounts are not in agreement with the accounting records; or - we have not received all the information and explanations we require for our audit. ## **Responsibilities of trustees** As explained more fully in the trustees' responsibilities statement found in the trustees' report, the trustees are responsible for the preparation of the accounts and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of accounts that are free from material misstatement, whether due to fraud or error. In preparing the accounts, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. ## **Auditor's responsibilities for the audit of the accounts** We have been appointed under section 145 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs {UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these accounts. A further description of our responsibilities for the audit of the accounts is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report. ## **Use of this report** This report is made solely to the charity's trustees, as a body, in accordance Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity's trustees as a body, for our audit work, for this report, or for the opinions we have formed. GPRS Professionals Limited, Accountants And Statutory Auditors Hastingwood Trading Estate Unit G31 **-:ti:; 1-1:arh<>t Rn:arl** 3HT 22 Jamwy 2025 311 PAGE 153.731 153.731 .744 11222?34 IL2W34 9.973.4Y9 656 656 516 T4xal 11377322 IL377?22 10578.760 11317.609 IL317.6(8 10.3772n 11324359 IL324359 103802n T(tsl s2￿3 s2￿3 s2￿3 14T4477 1471477 I273y9 2525.440 2525.440 1472.477 321 PAGE ## **Oasis Care & Training Agency BALANCE SHEET** ## **at 31 March 2024** |**Oasis Care & Training Agency**
**BALANCE SHEET**
**at 31 March 2024**|||| |---|---|---|---| |**Charity No.1044521**||**2024**|**2023**| |||**£**|**£**| |**Fixed assets**|||| |Tangible assets|9|1,607,359|1,630,886| |Investments|10|300|300| |||1,607,659|1,631,186| |**Current assets**|||| |Debtors|11|2,909,744|2,562,175| |Cash at bank and in hand||234,697|128,519| |||3,144,441|2,690,694| |**Creditors:**Amount falling due within one year|12|(1,152,589}|(885,059)| |**Net current assets**||1,991,852|1,805,635| |**Total assets less current liabilities**||3,599,511|3,436,821| |**Creditors:**Amounts falling due after more than one year|13|(1,074,071}|(964,344)| |**Net assets excluding pension asset or liability**||2,525,440|2,472,477| |**Total net assets**||2,525,440|2,472,477| |**The funds of the charity**|||| |**Restricted funds**|14||| |**Unrestricted funds**|14||| |General funds||2,525,440|2,472,477| |||2,525,440|2,472,477| |**Reserves**|14||| |**Total funds**||2,525,440|2,472,477| Approved by the trustees on 22 January 2025 And signed on their behalf by: A.M.Ahmed Trustee 22 January 2025 Page 10 52 48SC {6561 13475701 47￿4 {160.516) (4581) (95.320) 8.167 PL935) 124*)1 I￿.366} 160516 1243241 0.150 {27.6651 (27.104) 127.6651 (27.ll￿) I￿.178 5LIII 128.519 P￿ll 341 PAGE RepMxi¢ Stsn&¥d aprfxable in the UK ard il troland IFRS 1021 is￿1 16Juty 2014 andth Clwriii?s Act 2011. 351 PAGE i. Useful lrfe: 296 strayhi line 361 PAGE p￿14 371 PAGE 4H.7H 414.744 9.973.499 9?73.4Yg 516 516 160J 160.(XM) Trtal 10Sn.7fA) 10574760 10377272 10377272 103802n ￿3￿.272 T4xal .488 198.488 8.488 198.488 2273yg 2273,9Bg 2,472.1177 2.472.4 io Tolal 381 PAGE Tatsl 83,166 83.166 70565 153.731 4q4.744 GTrnt 153.731 444.744 Totsl Tatsl 160.1XM) 160.( 74. 10.604985 lo.￿3&5 9.732.n6 4.943 4y3 20.823 171073 171073 2(kl.UO 47 331381 277,440 77,739 40,839 11317.flm I1317.6￿ 10376.888 332381 445 47.994 391 PAGE 6361292 5.485.508 6,￿1 88,￿5 5.761.314 110.467 6.693.228 li 45 550 511 At 2023 L748218 S￿3 Ij)7￿9 24.9 1932,899 24. 179.028 At 31 Marth 2W24 1.748218 5.653 At I 21f23 I39￿57 13L746 5.429 277.1B2 34 142 At 31 2024 I71￿21 145,148 5571 325,540 At 31 Marth 2024 1.573397 l.fU361 33.8KI 82 1.607.359 1,630,887 At 31 ma￿ 2023 224 Totsl At 2023 At 31 ma￿ 2024 3¢XI At 31 Marrh 2024 At 31 Marth 2(123 3CKI p￿17 401 PAGE I.651￿15 1464 454.375 2,￿)9,741 1.047.020 12OL108 314.047 2.562,175 1426 L013.778 749,727 8599 885.(￿9 I.￿1589 934679 137.392 Im4.071 l4n.477 11377.322 (IL324J59) 2525.410 2.472.477 11377.322 111.3243591 2525.440 411 PAGE Totsl L607359 1.607359 £951￿52 yg4852 IL074S>71) (Lo74￿1￿ 252S.440 2525.440 I2￿. 3%tD 4VAI. 110.467 s8.￿5 74.957 421 PAGE 137392 {40LUW) p￿20 431 PAGE 83,166 7D565 153.731 70565 153.731 444.744 lo.593.￿ 10SY3.968 95(&6L3 IL222.9YJ 11222?34 9973.499 516 516 656 I60,￿ IGO.( IL377322 11377322 10574760 74>1) 74. 74 6JGI292 6362292 5.485.5L 220.469 LXI.469 I￿.467 110.467 314.W 314.692 16 NIC ).S97 3.733.955 9.731716 3.$82.2S9 3582259 10.6C6.985 lo.￿6￿5 4y3 441 PAGE 4y3 98.477 gB.477 133,781 8.738 29MO 43.493 171073 IT2Jb73 204110 34*J 34 142 142 141 53.7UI 53.718 .759 40.Ui rn 176.791 MS.3ll 24 L396 24964 14797 28.669 13.852 739 61739 77.739 77.739 40.839 IL317.61YJ 11317.609 IOJ77,272 IL324359 11324359 lo3￿.2￿ s2￿3 194488 51963 s2￿3 194488 p￿22 451 PAGE