Oak Field

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

The provider used a structured assessment tool to capture each person’s experiences, background, and individual support needs. Relatives and, where appropriate, advocates were actively involved in the assessment and planning process to ensure care plans accurately reflected people’s wishes and best interests.

Each person had a communication passport and a hospital passport, which provided clear information about their preferred communication methods, health needs, and behavioural triggers. These documents helped staff and external professionals deliver consistent and safe support when people attended hospital appointments or accessed other services. A professional involved in people’s care told us, “Communication from the care home staff, whether support staff or managers, in person and by email has always been very good.”

Care and support plans were person-centred, detailed, and regularly reviewed to ensure they remained up to date and responsive to changes in people’s needs. The Registered Manager carried out regular audits of care plans and ensured that updates were made in real time, particularly where people’s needs or risks had changed. This ensured staff always had access to the most current information to deliver safe, personalised care.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff worked closely with a range of health and social care professionals, including speech and language therapists (SALT), dietitians, and occupational therapists, to ensure people received care and support based on recognised best practice and tailored to their individual needs.

For example, following SALT guidance, meals for one person were cut into smaller pieces to reduce the risk of choking and ensure they could eat safely and comfortably. Staff also maintained bowel monitoring charts for people identified as being at risk of constipation, which helped ensure timely intervention and reduced the risk of complications.

The provider ensured staff delivered care based on evidence-based practice by training them in PROACT-SCIPr-UK, a recognised Positive Behaviour Support (PBS) framework. This approach equipped staff to support people with complex needs and behaviours that challenge. The training emphasised the use of proactive strategies, such as identifying triggers early and tailoring support plans, which helped reduce the need for restrictive interventions and promoted safer, person led care.

In addition, referrals were made to occupational therapists where staff identified concerns about people’s mobility, safety, or ability to manage daily living tasks. The guidance provided by occupational therapists was incorporated into people’s care plans and implemented consistently, helping ensure people remained safe, supported, and as independent as possible within the service.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The Registered Manager worked closely with GPs, psychiatrists, community health teams, and other professionals to ensure people received coordinated, consistent, and effective care. Regular communication between the service and external professionals meant that updates to people’s care needs were acted upon promptly and safely.

Each person had an up-to-date hospital passport, which contained essential information about their health needs, medicines, communication preferences, and behavioural triggers. These passports were used to support information sharing between the service and hospital teams, ensuring continuity of care when people attended appointments or required treatment.

Psychiatrist recommendations were fully embedded into people’s care and support plans and implemented consistently by staff. This ensured that professional guidance was reflected in daily care practices, supporting positive outcomes and reducing risks for people living at the service.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff supported people to attend all routine healthcare appointments, including GP, dental, optical, and psychiatric reviews, to ensure their health needs were met. Records showed that appointments were arranged promptly and followed up appropriately, demonstrating proactive management of people’s health and wellbeing.

When new health concerns arose, staff acted quickly. For example, when a person was observed limping, staff arranged an urgent GP visit, and appropriate treatment was prescribed. The care plan was updated immediately, and staff monitored the person’s progress to ensure the issue was resolved safely.

In addition, healthy meal options were made available to people, and staff encouraged them to make balanced dietary choices that supported their overall wellbeing. Where necessary, dietary advice from speech and language therapists (SALT) and dietitians was incorporated into individual care plans to promote safe and healthy eating.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Care plans included clear, measurable goals that were tailored to each person’s needs, preferences, and aspirations. Progress towards these goals was reviewed regularly with people, families, and professionals to ensure support remained relevant and effective.

Lessons learned from day-to-day monitoring and professional reviews were shared with the wider team to improve consistency of care and outcomes. For example, when medicine changes resulted in a reduction in behavioural incidents, this information was communicated promptly during handover meetings and incorporated into care plans, ensuring staff provided consistent and responsive support.

The provider had also developed a bespoke initiative called the “Wheel of Engagement”, designed to track and promote people’s skills, independence, and personal development. This framework enabled staff to measure people’s engagement in daily living activities, hobbies, community participation, and learning opportunities. It supported staff to identify areas where people required more encouragement and helped ensure everyone had access to a good quality of life experience.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff had completed training on the Mental Capacity Act (MCA) and demonstrated a clear understanding of its principles. They supported people to make their own decisions wherever possible by using visual prompts, familiar routines, and tailored communication methods.

Where people lacked capacity to make specific decisions, the service followed a structured process. Best interest meetings were held involving families, advocates, and relevant professionals to ensure decisions reflected what was safest and most appropriate for the person.

Several people were supported under Deprivation of Liberty Safeguards (DoLS) due to identified risks, including potential absconding or exploitation in the community. DoLS applications were made appropriately, authorised where required, and reviewed regularly to ensure restrictions remained lawful, proportionate, and in people’s best interests.