The Oaks Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people’s needs were met through good organisation and delivery.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People were placed at the centre of the care and support they received. The provider and staff demonstrated a clear commitment to understanding each person’s needs, preferences, and life history to deliver care that was personal to them. Care plans were person-centred and contained specific information about people’s assessed needs, wishes, and preferences. Biographies were created to give staff access to important information about each person’s life, enabling them to provide care that was meaningful and respectful.

People’s health and wellbeing was continually assessed to ensure they received the right level of support. This was particularly evident for people with mental health needs and those with complex care requirements. Staff worked proactively to help people settle into the service and regain confidence that may have been lost during hospital stays. Regular reviews focused on promoting independence, emotional wellbeing, and recovery.

The provider adopted a strong collaborative approach to care planning, ensuring people and those important to them were actively involved in decisions about their care. Community Psychiatric Nurses (CPNs) worked closely with the staff team, individuals, and their families to review and reset goals and programmes of care. This partnership approach supported positive outcomes and helped people achieve their full potential.

The home regularly reviewed people’s needs, and we observed people were involved in this process. A relative told us, “The staff keep me updated on [my loved one’s] progress and any concerns. If there’s an issue, they call me straight away. I feel fully involved in their care and regular reviews take place.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People and those important to them told us they felt confident they were receiving the care and support they needed from a staff team who knew them well. One relative said,
“The manager went to see [my loved one] in the previous home before coming here. The manager understood [my loved one] from the beginning, and now they all understand her, which gives me peace of mind. It is a huge relief.”

We observed that staff worked in partnership with health and social care professionals to ensure people’s needs were met. For example, staff collaborated with social workers, occupational therapists, and GPs to support people living at the service.

The provider and management team ensured continuity of care by maintaining a consistent staffing team. Where required, timely and appropriate referrals were made to health and social care professionals. Care records demonstrated that people’s diverse needs and preferences were recognised, and staff were appropriately trained to meet all aspects of those needs. Staff also supported people to maintain links with community services that were important to them.

Comprehensive assessments were undertaken before people moved into the service, and individuals’ needs were fully reviewed to ensure suitability. The service maintained good links with other care providers to facilitate smooth transitions. Ongoing risk assessments and care plan reviews were carried out to manage complex needs. We saw examples where people had been moved from 1 household to another to better meet their needs.

Records showed input from a range of professionals, including speech and language therapists, physiotherapists, and weekly GP ward rounds. During our visits, we observed a chiropodist and a community psychiatric nurse (CPN) onsite, and no concerns were raised regarding the home.

Admissions were managed and planned for both people and staff, minimising any risk to individuals. The home regularly engaged with relatives, sought feedback, and implemented changes when required. There was also strong interaction with the local community, including involvement from a local school and engagement with the local church, and planned community-based activities.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People and those important to them were given comprehensive information about the home before admission. This included a detailed handbook outlining what they could expect, the provider’s vision and philosophy of care, and practical details such as daily routines would be managed.

People and relatives were encouraged to visit the home, take guided tours, and spend time with staff and leaders to ask questions and gain a full understanding of the service.

People’s communication needs were assessed prior to moving into the home, and information was provided in formats that met those needs. For example, we saw a care plan created in a person’s first language, which was not English. The registered manager understood and complied with the Accessible Information Standard (AIS).

Person-centred care plans detailed individual communication needs, including language preferences, use of aids such as glasses or hearing aids, and any additional resources required to support effective communication. Staff used tools such as pictures, flash cards, and technology where appropriate. The service also offered literature in different font sizes, easy-read documents, and audio versions to ensure information was accessible to everyone. Whilst no one specifically required these formats at the time of inspection, they were still available to support people should their needs change.

We observed British Sign Language (BSL) being used within the home. Although no one was registered blind, this approach supported people living with dementia, and we saw individuals using sign language as we walked around the service. This demonstrated the provider’s commitment to inclusive communication and adapting approaches to meet diverse needs.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider had systems in place to enable people, those important to them, visitors, and professionals to share feedback about the home. This included formal processes such as a complaint’s procedure, face-to-face meetings, and surveys. People and relatives were encouraged to provide feedback at any time.

To strengthen engagement, the service introduced a short questionnaire for visitors to complete when signing out after a visit. This feedback was linked directly to senior management mobile devices, allowing any negative comments to be reviewed and addressed immediately. This proactive approach ensured concerns were acted upon promptly, preventing issues from escalating and fostering a culture of continuous improvement.

Information shared with people and those important to them included key contact details for raising feedback at both local and provider level, as well as escalation routes if concerns remained unresolved.

There were policy and procedure in place that set out the steps if people or relatives needed to make a complaint, and information on how to complain was contained within a service user guide. A laminated copy of the provider’s complaints policy and procedure was on display in the reception area

Relatives we spoke with told us they knew how to raise concerns or make a complaint and felt confident to do so. They told us they would talk with staff or the manager if they had any complaints. They were aware of relative meetings they could attend. One relative told us, “I have attended relatives’ meetings. They do listen to what we said. For example, they changed the lounge on the second floor.”

The provider regarded any feedback, including complaints, as an opportunity to develop and improve the service. As part of the auditing process concerns and complaints were reviewed and analysed to ensure lessons could be learnt and improvements made where needed.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The Oaks care Home is a purpose-built home designed in line with best practice standards. It was fully accessible, enabling people to move freely and safely throughout the building. Corridors were fitted with handrails to support mobility, and people’s bedrooms were spacious, allowing for the use of equipment where required. All rooms benefited from natural light and were equipped with call buzzers so people could summon staff support when needed.

For people with capacity who wished to keep their doors open but maintain privacy, the service provided gates across doorways. This simple measure offered reassurance and respected people’s choices.

The environment promoted independence. People had access to equipment that supported daily living, and the ‘Bistro area’ provided facilities for people and those important to them to make drinks and enjoy social time together which was used by friends, family, and local groups, offering a safe space for meeting others and building relationships.

A professional told us “The service is extremely contactable and if the person I need to contact is not available at that time they will always get back to me.”

Processes were in place to monitor people’s health and identify when referrals to other healthcare professionals were needed. This ensured timely access to external healthcare support and contributed to positive outcomes for people.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Information provided to people outlined the provider’s human rights approach to care and support, ensuring that care was tailored to people’s needs. Care plans demonstrated how people’s protected characteristics had been considered and whether any reasonable adjustments were required to promote equity in experience. The provider was equipped to offer culturally appropriate meals to meet the religious and dietary needs of people from diverse backgrounds. Although no one currently required this, the service confirmed that such meals could be provided and would be considered whenever needed.

Staff and leaders actively listened to people most likely to experience inequality in care or outcomes and tailored support accordingly. Staff rotas showed a good skill mix across units, with staff trained in areas specific to people’s assessed needs.

Relatives told us their family members had timely access to healthcare and did not experience inequalities. Multi-disciplinary records were in place, and regular reviews of care plans and risk assessments ensured they reflected people’s current and changing needs.

The service engaged effectively in safeguarding processes, raising alerts and working collaboratively with safeguarding professionals. Lessons learned from safeguarding incidents were identified and shared with stakeholders to evidence improvements and positive outcomes for people.

People were given exceptional supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider was committed to delivering person-centred end-of-life care in line with recognised best practice standards. Enhanced training had been sourced and was being rolled out to staff, with a plan to train the entire team. This included training to support people’s spiritual journey during the final stages of life and participation in the Six Steps to Success Programme. This evidence-based programme helps care homes improve end-of-life care by training staff across 6 stages from early discussions and care planning to care after death focusing on confidence, advance care planning, improved communication, and measurable quality indicators aligned with palliative care principles. In addition, all staff completed dying and bereavement training as part of their induction. One person told us, “They are very caring. I joined my [loved one] in here, but she passed away 6 weeks ago. They have really looked after me since then.”

People’s wishes were central to their end-of-life plans. Feedback was sought to ensure plans reflected what mattered most to individuals, including any advance care decisions. Where people were not ready to discuss this subject, their choice was respected and kept under review.

The provider used butterfly symbols on bedroom doors as a gentle reminder that the person inside was receiving palliative care. A poster in the reception area explained the meaning of these symbols and reminded everyone to remain calm, respectful, and compassionate when passing the room.

The provider had invested in Biazoon, a specialised product designed to aerate liquid into a light, airy foam, creating an innovative taste experience for people who are “nil by mouth” due to severe dysphagia. This device transforms liquid into intensely flavoured foam bubbles that dissolve instantly in the mouth without the need to swallow.

This approach allows people at the end of life to experience the taste of their favourite food or drink, providing comfort and helping to minimise anxiety and distress associated with being unable to eat or drink. Relatives told us this had given their loved ones “one last chance” to enjoy familiar flavours, and we saw compliments from families expressing appreciation for the care and thoughtfulness behind this initiative.

The reception area featured a memory tree with robins named after people who had passed away, providing a thoughtful and respectful tribute. A family shared their recent bereavement experience at the service and expressed deep gratitude for the support provided, including the flexibility of 24-hour visiting arrangements during this difficult time.

The registered manager explained how they worked closely with members of the local faith community to ensure visits were planned in line with people’s spiritual and cultural needs. This approach demonstrated the provider’s commitment to compassionate, person-centred care and respect for individual beliefs at the end of life.

The provider had adopted the Namaste care program for people who were end of life. This is a person centred approach for people with advanced dementia or at the end of life, focusing on comfort, connection, and calm through sensory experiences like touch, music, scents, and meaningful one-on-one engagement, rather than verbal communication, to honour the "spirit within".

The provider was in the process of receiving a newly printed handbook designed for relatives and staff. This handbook was intended to explain end-of-life care and the different stages of the end-of-life journey, helping to support understanding during what can be a very difficult and emotional time.

This initiative reflects the provider’s commitment to compassionate, person-centred care and best practice. By offering clear, accessible information, the handbook aimed to reduce anxiety, improve communication, and ensure families and staff feel informed and supported throughout the process.