Oak Field

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 remained 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. 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 promoted a strong person-centred culture within the service. Staff understood the provider’s values and told us they felt supported to deliver high-quality, individualised care. Leaders encouraged an environment where staff prioritised people’s dignity, independence, and personal choices in all aspects of care.

Feedback from professionals reflected this positive culture. One professional commented,
“I rate the overall care home as very good to excellent. It has a very warm and friendly feel, and the shared rooms and bedrooms are individualised and feel like a normal home.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager and deputy manager were visible, approachable, and effective in guiding the team. Staff told us they felt well supported, and we observed leaders actively engaging with both staff and people during the inspection.

The service had an experienced registered manager supported by a deputy manager.

Leaders monitored staff performance, reviewed incidents, and ensured that care plans were implemented effectively and updated promptly when people’s needs changed. Their hands-on approach helped maintain consistent, safe, and person-centred care across the service.

Feedback from professionals supported these findings. A healthcare professional told us,
“I rate the management to be very good. Managers have always presented a knowledgeable, competent, and professional approach, placing residents at the centre of their work.”

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

Staff told us they felt confident raising concerns and were assured that appropriate action was taken promptly when issues were reported. They said they could speak openly with the registered manager, deputy manager, or senior leaders and felt their views were listened to and valued.

The provider had clear whistleblowing and safeguarding procedures in place, and staff were able to describe how they would escalate concerns both internally and externally if necessary.

The provider 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 had completed comprehensive training on equality, diversity, autism awareness, and Positive Behaviour Support (PBS) to ensure care was delivered in a respectful, inclusive, and person-centred way.

Staff demonstrated a clear understanding of these principles during discussions and observations. This training helped ensure people received care that respected their rights, promoted inclusion, and supported positive outcomes tailored to their personal preferences and goals.

The provider 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 provider had robust governance systems in place to monitor the quality, safety, and effectiveness of the service. These included weekly medicines audits, regular supervisions, and compliance reviews to ensure policies were followed and standards were maintained.

Audit findings were reviewed by the registered manager and shared with the team during staff meetings to ensure lessons were embedded into daily practice. Where issues were identified, action plans were implemented promptly, and follow-ups were carried out to ensure improvements were made.

The provider 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 service worked collaboratively with families, healthcare professionals, and advocates to ensure care was coordinated, consistent, and person-centred. Staff engaged proactively with GPs, psychiatrists, social workers, speech and language therapists, and dietitians, ensuring people’s needs were fully understood and met.

Families and advocates were involved in care planning, risk assessments, and best interest decisions, which ensured people’s voices and preferences were central to how support was delivered. This multi-disciplinary approach meant that changes in people’s health, behaviour, or support needs were identified early and managed effectively, leading to better outcomes and improved quality of life.

The provider 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.

Lessons from incidents, behavioural reviews, and outcomes were discussed in team meetings to ensure learning was shared across the service. Staff used these discussions to identify what had worked well, address gaps in practice, and agree on improvements to support strategies.

Care plans and risk assessments were updated promptly to reflect effective strategies, ensuring staff had access to the most up-to-date information when supporting people. Staff were encouraged to reflect on their practice, both individually and collectively, to promote a culture of continuous learning and service improvement.