Oaksfield Care Ltd

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• 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

This means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

The registered manager 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.

The registered manager worked hard to provide people with a high quality, person-centred service. They focused on providing care that was kind, compassionate, and reflected people’s needs and what was important to them. A relative commented, “They’re a fabulous, really personal care company and I trust them. The communication is really good. I can contact them about anything.”

Staff were clear about their roles and responsibilities and understood the registered manager’s aim to provide people with high quality, individualised care. A staff member told us, “[Registered manager] is driven and passionate. She wants everything to be right. She works with staff to be clear about what she wants and how to provide it.”

The registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People and relatives told us they were very happy with the management of the service. They found the registered manager caring and helpful. Relatives told us, “[Registered manager] is amazing. I can call her about anything” and “[Registered manager] is in contact regularly. She is extremely responsive.”

The registered manager had the knowledge and skills to manage the service effectively and ensure people received safe, effective care. They ensured staff were provided with an appropriate induction, completed effective training and were competent in their roles. They discussed people’s care with them or their relatives regularly, to identify any issues or concerns and where improvements were needed, action was taken promptly.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The registered manager encouraged people and relatives to provide feedback about their care and raise concerns during regular reviews, spot checks and through satisfaction questionnaires.

People and relatives told us they found the registered manager approachable and felt able to raise any concerns. Some had raised minor concerns, and these had been addressed by the registered manager quickly and to their satisfaction.

The registered manager valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff from a variety of backgrounds worked at the service, including internationally recruited staff. Staff told us they felt valued, fairly treated and could raise any concerns with the registered manager.

Staff told us they attended regular staff meetings where they could raise concerns or make suggestions and would be listened to. They were also able to share their views and raise concerns in regular supervision and yearly appraisals. In a staff survey completed in March 2026, staff expressed a high level of satisfaction regarding the quality of care provided to people, learning and development and organisation and management.

The registered manager had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager’s governance and oversight arrangements were effective in ensuring people received safe care which reflected their needs and risks. They ensured regular audits of quality and safety were completed and where improvements were needed, these were actioned promptly.

Effective processes were in place to ensure staff provided people with safe care. Staff competence and performance was assessed during regular observations and people were asked to give feedback about the care they received This helped to ensure people received high quality care, which staff provided in line with their roles and responsibilities.

The registered manager 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.

The registered manager worked in partnership with other services to ensure people received the care and support they needed. Records showed referrals were made to a variety of community healthcare partners when additional support was needed.

When appropriate, regular collaboration with partner agencies took place to ensure people’s health and wellbeing was monitored and they received a joined-up service. Any updates and learning was shared with partner agencies to support good practice and improve outcomes for people.

The registered manager 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. They actively contributed to safe, effective practice and research.

The registered manager worked hard to identify what was needed for people to experience a good quality of life and worked closely with partners, including social workers and occupational therapists, to make that happen.

The registered manager sought out opportunities for learning and development and was keen to identify and make improvements to the service. They received regular CQC provider updates, which helped them stay up to date with issues relating to regulation, and responded to requests for provider feedback, which contributed to future practice.

The registered manager embraced opportunities to learn from, and share good practice with, other social care providers, through regular attendance at local care associations and conferences. They also worked closely with another experienced care provider, who they met with regularly to discuss their service and explore further opportunities for development.