Red Oaks

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

Well-led – 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. At our last assessment we rated this key question Good. At this assessment the rating has changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a distinctive whole-home culture which translated its shared purpose into everyday care. People’s wellbeing and meaningful engagement were everyone’s responsibility, including nursing, care, housekeeping, hospitality, maintenance, administration and night teams. This went beyond a written vision: departments worked towards common goals and used people’s histories, preferences and family knowledge to shape their contributions. One person said, “Care comes first here. Everything is well organised.” Staff described shared pride and mutual support: “Proud. We build relationships. If anyone is having a bad day, we support them.” One professional said, “I believe they provide an outstanding level of care, support and leadership for their residents.”

The whole-home life-enrichment initiative demonstrated how this shared direction changed practice. Meaningful interactions and opportunities to learn about people’s backgrounds increased. These measures showed wider participation and a stronger focus on knowing people. Observations and relatives’ feedback supported personalised conversations, companionship and attention to individual preferences.

The shared purpose also shaped organisational change. EnabLE was introduced as a way to strengthen person-centred care, not simply replace paper records. Coaching, feedback and team discussions connected accurate documentation with people’s wishes and lived experiences. A review by the wider provider team found all expected measures met.

Participation and reflection were supported through practical structures. Monthly champions’ meetings connected different specialities and led to dignity questionnaires and wider reflection after deaths. Staff described the roles changing from “just a name on a badge” to opportunities to make improvements. Resident ambassadors and meetings enabled people to influence menus, outings and entertainment. One person confirmed, “Things raised at the last one were sorted.” Together, these examples showed a culture in which shared values informed action and people’s involvement could produce change.

Ethnicity, religion and sexual orientation were captured within people's care plans. This meant that residents received person-centred care that respected their unique identity and legal rights. Records showed that consistent and regular staff supervisions were undertaken, while staff meetings were held so staff could provide feedback and contribute. Managers and staff understood the diverse needs of the people they supported.

Leaders had the skills, experience and integrity needed to manage the service effectively and promote safe, person-centred care.

The registered manager was supported by a stable core staff team. They had worked at the home for a number of years and demonstrated good knowledge of people’s needs and risks. People, relatives and professionals spoke positively about the manager’s engagement and responsiveness, describing them as motivated and focused on achieving good outcomes for people. One staff member said, “Leaders are supportive, they are approachable, they are open. Whenever you have doubt, you know. I'm new to Barchester and their policies. I feel they are open and supportive. There is nothing for them to improve. They work very hard.”

Leadership responsibilities were clearly defined, and the registered manager was supported by an experienced clinical and departmental team. Leaders understood people’s needs, service risks and operational priorities, and staff knew who to approach for advice and decisions. Leaders promoted inclusion and developed staff through induction, training, mentoring and opportunities for progression.

Leaders were visible, approachable and supportive. Staff consistently said managers listened, responded to concerns and provided practical guidance when needed. People, relatives and professionals also spoke positively about leaders’ engagement and responsiveness. This contributed to an open culture in which staff felt confident seeking help, raising doubts and working together to address changes in people’s needs.

Role-specific induction, competency assessment, refresher training, protected learning, mentoring and development pathways were aligned to responsibilities. Staff progressed from care roles into practitioner, nursing and leadership positions; the clinical deputy manager had developed from senior carer through nursing and senior nursing roles, and an advanced care practitioner completed a foundation degree with distinction.

Leaders encouraged an open service and office where staff could raise any issues about care and their roles.

Staff spoke positively about the openness of the leaders at the home, and there were systems and processes in place to enable staff to raise concerns anonymously if they wished. The provider had a detailed and thorough policy guiding staff on raising concerns, detailing pathways to speak up freely and for whistleblowing.

We observed staff communicating consistently and effectively throughout the inspection. Staff confirmed that leaders were approachable and receptive to concerns and ideas about people’s support. They felt comfortable doing this. One staff member said, “I'll never be afraid to speak up on areas if I have any concerns. If you think there's anything wrong, you need to let somebody know. For example, if I think residents have bedrails when they shouldn't, I would speak up. And I'm confident that they would act on it. I'm confident that they would. They act on things. They always are asking who they need to be involving and seeking your views.

Leaders had moved beyond policy compliance to create an exceptionally inclusive workforce culture in which difference was recognised as an organisational strength.

Equality, diversity and inclusion shaped recruitment, induction, supervision, development, flexible working and everyday leadership. Clear expectations on fair opportunity, confidentiality, reasonable adjustments and zero tolerance of discrimination were translated into staff experience: employees consistently described belonging, psychological safety and mutual support. This demonstrated that inclusion was lived across the team rather than confined to policy or training.

Leaders anticipated disadvantage and removed barriers before they limited attendance, retention or progression. Rotas, breaks and leave were individually adapted around childcare, caring responsibilities, religious observance and maintaining family relationships overseas. Adjustments for disability and health needs included extended breaks, light duties, physiotherapy and regular welfare checks. A staff member with neurodevelopmental learning disorder and sensory needs said leaders were “always checking that I’m OK.” The longevity and personalisation of these arrangements showed equitable treatment based on need and enabled experienced staff to remain well, effective and included.

The service used workforce diversity to deepen understanding and improve relationships, rather than treating diversity as representation alone. Culture Day had become an annual whole-home event in which staff from 8 nationalities shared food, music, clothing, dance and lived experience with people and relatives. Feedback described the event as culturally enriching and recognised the contribution of the wider team. Its value was evident in the conversations and learning it created: staff identities were visible and valued, while people gained a richer understanding of those supporting them. This promoted pride and reduced social distance across the home. The registered manager had said, “We are so lucky to have so many different cultures represented at Red Oaks. We love to share, showcase some of the diverse aspects of those cultures. Culture Day has become an annual tradition that we all look forward to, a chance to celebrate our different backgrounds and learn more about each other.”

Equity was also demonstrated through access to opportunity. Staff across roles received protected learning time, mentoring and vocational or clinical development, including progression from care roles into practitioner and advanced practitioner positions. Leaders identified where learning allocated to clinical staff would benefit activities or other non-clinical teams and widened access accordingly. Recognition of qualifications, long service and professional contribution reinforced that development was not reserved for particular roles or backgrounds. These arrangements built confidence, strengthened skill mix and supported retention, while bringing improved knowledge and continuity to people’s care.

The provider had effective governance arrangements to monitor the quality and safety of care. Roles and responsibilities were clear across management, clinical, care and departmental teams. One person said, “I do think it’s well managed because everyone knows their roles.”

Regular audits covered care plans, risk assessments, medicines, nutrition, skin integrity, incidents, staffing and the environment. Electronic care records, dashboards and alerts supported oversight of people’s changing needs and helped identify gaps requiring follow-up. The resident-of-the-day process brought together nursing, catering, housekeeping, maintenance and management to review each person’s care and surroundings. Care plans and risk assessments were also reviewed when people returned from hospital.

The provider’s regional and clinical support teams provided additional oversight and support through visits and reviews. Findings informed actions, staff guidance and further checks. People’s feedback and complaints informed improvement plans. Actions had named responsibilities, target dates and progress reviews. Changes included clearer discharge information, improved maintenance reporting, weight monitoring for people receiving respite care and communication with families. Updates were shared through meetings, individual discussions and “You said, we did” information.

Staffing reviews, flexible deployment and bank staff supported continuity of care. The provider carried out its regulatory responsibilities and had arrangements to maintain records securely. These systems supported safe care and ongoing improvement.

The provider had developed exceptional partnerships which improved people’s health, independence and continuity of care.

Staff worked closely with the GP practice, pharmacy, hospice, community matron, mental health and dementia teams, specialist nurses, therapists and advocacy services. These relationships were purposeful rather than referral based alone: staff prepared detailed clinical information, used structured handovers, acted on specialist advice and contributed their knowledge of each person to joint decisions. Professionals consistently described staff as accessible, knowledgeable and receptive. One said the team went “above and beyond,” while another described Red Oaks as “one of the most impressive services” they had visited.

Partnership working produced demonstrable outcomes. The external medicines optimisation team completed comprehensive reviews with senior nurses, pharmacy colleagues and the GP, reducing unnecessary medicines, moving sedating medicines to safer times and stopping treatments no longer clinically needed. This improved sleep, reduced daytime drowsiness and supported independence and falls prevention. Project Hearing brought specialist ear care into the home for 40 people; treatment improved communication, confidence and participation, including for people living with dementia. One professional said, “What stood out throughout the project was how proactive the team were. Staff were genuinely invested in improving residents' quality of life and worked closely with me to identify those who may benefit. They were enthusiastic, organised and focused on achieving the best possible outcomes for the people they support.”

Partners, families and staff also worked creatively through complex transitions. When an initial hospital discharge caused significant distress for a person living with dementia, the service analysed what had failed, agreed a revised plan with the ward and family, and adapted the admission around the person’s safest time, relationships and communication needs. Staff used familiar routines, the presence of family and calm reassurance to achieve a settled admission, brought the first review forward and continued supporting relatives with language that reduced distress. The person developed friendships, took part in activities and community visits, and rebuilt trust. This showed partners learning together and redesigning support around the person.

The service was equally embedded in its local community, a community from where many of the people living at the home used to live before moving to Red Oaks. Sustained partnerships with churches, the leisure centre, schools, playgroups, the football team, community choir and village organisations enabled people to maintain faith, interests, intergenerational relationships and ordinary community roles. These links were reciprocal: community members joined activities at the home, while people attended worship, local events and groups and contributed to charitable projects. Professional feedback confirmed respectful communication, strong coordination and openness to improvement.

The service had a highly developed whole-home approach to learning, improvement and innovation. The provider did more than provide mandatory training or respond when problems occurred. Staff used care information, people’s experiences, specialist advice and reflection to identify ways to improve people’s quality of life. Projects had clear starting points, practical actions and follow-up reviews.

The service had a well-developed approach to learning and improvement, and used technology, staff reflection and feedback from people to improve everyday care. Its whole-home life-enrichment initiative made meaningful activity part of daily life, rather than something provided only through a planned activities programme. Staff used people’s life histories, preferences and information from families to offer opportunities that were meaningful to each person. Weekly reviews helped staff identify anyone who needed more companionship or support. The provider’s analysis showed that this had improved interactions across the home. During the inspection, we also saw personalised engagement, including one-to-one opportunities for people who did not enjoy group activities. The service measured the impact of its work alongside what staff knew about each person. This helped staff identify opportunities, change their approach and check whether this had made a positive difference. One staff member said, “I really want to build on areas I'm not so good at and I would like to build on that. So, we've been given the opportunity to attend training on symptom management and it's an area that I feel there's room for me to grow. There's more to be done, I want to feel confident and empowered in my role. Working here helps with that.”

People and their relatives helped decide what the service should improve. They could share their views through meetings, individual conversations, resident ambassadors and feedback. In response to requests for clearer and more consistent information, the service developed its newsletter using larger text, photographs and shorter sections. Feedback showed that this helped people recognise events, talk about what was happening and feel connected to the home. The service turned survey findings into specific actions. These included changes to individual arrangements and further work on access, menus and communication. It also learned from complaints and improved discharge information, weight monitoring for people staying for respite care, maintenance reporting and communication with families.

The provider had practical ways to share learning and reflect on care. Monthly meetings brought together staff who championed different areas of practice. These meetings led to changes, including dignity questionnaires and reflective accounts after a person had died. Reflection included both nursing and care staff, so they could consider what had worked well and what could be improved. Staff had protected time for clinical webinars, specialist hospice training, mentoring and development. This helped them put learning into practice. Specialist meetings and assessment tools were used to review dementia care, and further development was underway through the National Dementia Care Accreditation Scheme (NaDCAS). Staff also learned from other homes through links and shadowing opportunities. These arrangements made learning and improvement part of everyday work, rather than something that happened only during occasional training.