GoodOaks Homecare - Isle of Wight

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first inspection 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 provider had a shared vision, strategy and culture based on transparency, engagement and understanding the needs of people using the service. The provider’s mission statement was to ‘to be the go-to provider of quality care at home by valuing, developing and rewarding the caring people who work with us.’ Care staff spoke positively about the supportive culture in the office, describing managers as “amazing,” hardworking and welcoming, which helped build a cohesive team. The service also demonstrated its values through local recognition, with the registered manager receiving a dementia care award.

Family members consistently described the registered manager as responsive, committed and “going above and beyond,” reflecting a culture focused on people’s and staff wellbeing.

The provider had inclusive leaders who understood their responsibilities, embodied the organisation’s values and supported both people and staff. Family members described the registered manager as highly responsive and helpful, saying they replied promptly to emails and calls and was “100% committed.” Staff reported they felt valued, supported and listened to, with several stating that management had improved their confidence and made them feel part of a close‑knit team. Leaders demonstrated compassion by adapting support to staff needs, including reasonable adjustments around working hours.

The provider fostered a positive culture where people and staff felt they could speak up and be heard. Staff told us they could approach managers at any time and were confident concerns would be acted upon. Family members also felt able to contact the registered manager directly, frequently praising their responsiveness and openness to feedback. The service used regular reviews and communication channels, such as field supervisions and digital messaging, to encourage ongoing dialogue and raise concerns early. Although there was no impact on people, a minority of staff noted occasions where they did not feel fully heard regarding rota changes. The registered manager agreed to address, but the overall culture still demonstrated positive speaking‑up practice.

The provider valued diversity in the workforce and promoted a fair and inclusive culture. Staff were recruited based on skills and attitude, with processes in place to support overseas workers, provide training and offer adjustments where needed. Staff said they were treated fairly and that managers were supportive of personal circumstances, including caring responsibilities and the need for flexible hours.

The provider had clear responsibilities, roles and systems of accountability that supported good governance. Audits were carried out across medicines, staff files, care plans and infection control, with actions recorded and monitored, demonstrating structured oversight. Staff files showed compliance with identity, criminal record checks and training requirements, and a compliance officer monitored renewals, risk assessments and record completeness.

GoodOaks Homecare - Isle of Wight was part of a franchise system which provided additional assurance and structured quality review processes. Where we identified minor areas for improvement such as gaps in evidence of previous employment conduct and documentation of supervision records, the provider undertook prompt action to strengthen these procedures.

The provider understood its role in working in partnership and ensured services worked well for people. External professionals described communication as good and said the service supported complex needs effectively, including coordination with community nurses, Continuing health care teams and hospice services. Staff reported seeking external specialist training when needed, such as from the hospice for supporting a person with motor neurone disease. Families also highlighted strong collaborative practice, noting that they did not have to wait for a response when they contacted the office and ensured staff were updated about significant events which may affect care provision.

The provider focused on continuous learning and improving the service. Audits, incidents and complaints were used to identify learning, with actions shared across the team through training, communication channels and supervision. Staff spoke of a culture where mistakes were used constructively for learning, and where managers encouraged development through training, National Vocational Qualification [NVQ] support and skill‑building. Families and professionals reported improvements being made promptly when issues were raised, demonstrating responsiveness to feedback.