Oak Cottage

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 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 ensured care and treatment were effective by thoroughly assessing and regularly reviewing people’s health, wellbeing, and communication needs with them. Assessments considered life history, trauma, behaviours, preferences, and cultural background to tailor support. People were actively involved, shaping routines based on their aspirations. One person said, “I help plan my own care,” while a relative shared, “They put [Name] at the centre. It’s [Name]’s choice.” One staff member stated, “It’s not a one-size-fits-all approach.” Professional partners confirmed the provider was responsive in sharing updates about people’s changing health or welfare, supporting timely, coordinated care. Care plans were promptly updated and included environmental adjustments, such as relocating a person to a bungalow to enhance their wellbeing. Staff were allocated time to read updates. One staff member explained, “We read care plans before supporting anyone.”  

The provider planned and delivered care collaboratively with people, focusing on what mattered most to them. Care was based on evidence-based best practice and tailored to individual needs and preferences. Each care plan included personalised information about what was important to the person. One person said, “The staff help me to have a good life.” Staff worked with individuals to organise support hours around their chosen activities. One staff member said, “I’ve had all the training I need, nutrition, diabetes, epilepsy, and food hygiene.” The provider collaborated with professionals to ensure well-planned, person-centred transitions and continuity of care. Partners described the provider as proactive in implementing care plans and acting in people’s best interests. Staff used visual tools like whiteboards for activity planning, arranged healthcare appointments, supported online shopping, and encouraged community access. Staff engaged in regular care reviews and responded flexibly to professional input. 

The provider worked effectively across teams and services to support people and maintain continuity of care. When people moved between services, their assessed needs were shared to avoid repetition and ensure consistent support. Staff collaborated with professionals to achieve the best outcomes. If someone’s needs changed and could no longer be safely met, proactive transitions were arranged with partner agencies. Hospital passports were prepared and shared in advance, ensuring vital information was available during admissions. Aspirations, such as greater independence, were documented in support plans and communicated across services to ensure a consistent, person-centred approach. One relative said, “They give a good overview during multi-agency support meetings.” Staff confirmed they were kept informed through care plans, an electronic app, and face-to-face updates. One staff member said, “We work together to make sure people are supported during transitions.” Goals and wishes were reviewed regularly, enabling joined up working and aligned care delivery across all settings. 

The provider supported people to manage their health and wellbeing, promoting independence, choice, and control. We observed staff encouraged people to live healthier lives and reduce future care needs where possible. People were supported to build independence such as preparing their own drinks, snacks, and shopping lists. Where healthy eating was a goal, staff encouraged this during one-to-one sessions. One person shared how staff helped them maintain a healthy diet. Staff actively monitored changes in people’s wellbeing and presentation. For example, they recognised that a change in a person’s facial expression indicated unmet physical needs and responded appropriately. One person said, “Staff help me to do things for myself.” A staff member said, “We know people well and we can tell something’s not quite right.” Another staff member told us, “I follow the person’s care plan and work using safe practices, encouraging their independence.”

The provider routinely monitored people’s care and treatment to drive continuous improvement. Outcomes were consistent, positive, and aligned with clinical standards and people’s own expectations. A professional partner we spoke with noted ’Clear improvements in outcomes’, highlighting one person’s significant progress in engagement and independent whilst living at Oak Cottage. Support plans were regularly updated with people’s consent to reflect appointments and results. People were actively involved in future planning, ensuring their goals reflected personal choices and aspirations. Staff frequently discussed strengths and skills to tailor support and set meaningful short, mid, and long-term goals. For example, one person completed a counselling qualification with staff support. Another said, “I can do more things by myself.” Staff felt empowered to contribute, with one stating, “I have enough time to listen and respond,” and another sharing, “Staff are encouraged to speak up, and their input is listened to.” 

The provider informed people about their rights around consent and respected these when delivering person-centred care. Each person’s capacity was assessed individually for different types of decisions, with records documenting how consent or refusal was expressed and respected. For example, one person’s capacity around medication was assessed, with staff supporting their understanding to help them make informed choices. In another case, staff worked closely with the local authority, advocacy services, and family members to ensure the person’s views remained central to decision-making, reflecting a rights-based approach. A staff member said, “To protect and empower residents who are not able to make their own decisions, staff are supported to make decisions in the resident’s best interests and encouraged to use the least restrictive options of all available options.” Another staff member shared, “We give people options to make their own decision wherever possible.”