Oak Cottage

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 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 requires improvement. The provider was in breach of legal regulation in relation to good governance. At this assessment the rating has changed to 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 demonstrated a clear shared vision, strategy, and culture rooted in transparency, equality, human rights, diversity, inclusion, and community understanding. Leadership fostered a person-centred culture, empowering staff to involve individuals in decisions about their lives. One staff member said, “The people we support are at the centre of everything. Their needs come first.” Professional partners described an inclusive, welcoming culture, noting staff were approachable, caring, and willing to assist. One professional partner said, “All staff in the home are approachable and obviously very caring towards people.” Leaders and managers were visible, accessible, and consistently available for guidance. A family member shared, “They are always around and available. Always there to give advice and answer questions.” Feedback confirmed people’s views were genuinely valued, contributing to a safe, well-managed service culture. 

The provider had inclusive leaders at all levels who deeply understood the care context and exemplified the organisation’s culture and values. Leaders possessed the skills, knowledge, and integrity to lead with openness and honesty, actively fostering a culture that respected and embedded human rights in daily practice. Staff described the registered manager as approachable and equitable, while professional partners highlighted significant improvements in communication, collaboration, and care since their appointment. One professional noted, “I have noticed great improvement of management and care since [the registered manager] has taken post.” Another added, “[They] have created a culture of inclusion and sharing.” Senior support workers had taken more responsibility in engaging professionals, providing timely updates that reflected a confident and collaborative team. Leadership promoted dignity by involving people in service development and encouraging learning based on lived experience. Relatives reported consistent access to managers and praised improved visibility and responsiveness. 

The provider fostered a positive culture where people felt safe and confident to speak up, knowing their voices would be heard. Leaders actively promoted open communication about care and life choices through regular engagement with people and their representatives. Staff felt supported by management to raise concerns or ideas. One staff member said, “They will listen to staff, especially in team meetings.” Clear whistleblowing procedures were accessible, and staff told us they felt confident using them if needed. Even without current concerns, staff felt secure raising issues. One staff member said, “I do not have any concerns at this time, but I feel I can speak to my manager or senior staff if needed.” Professional partners praised the provider’s responsiveness and openness to dialogue. They told us they were confident concerns would be well received and acted upon. 

The provider valued workforce diversity and promoted an inclusive, fair culture focused on equality and equity. Comprehensive induction programs included training on equality and diversity, trauma-informed support, and positive behavioural support, alongside mandatory ongoing e-learning. Staff wellbeing was prioritised through wellness action plans and access to an Employee Assistance Programme. These initiatives helped staff feel respected, supported, and valued, with their diverse needs accommodated effectively. Staff morale was high, supported by strong peer relationships and good communication. One staff member shared, “Staff appear to be happy working in Oak Cottage. I feel that staff communicate well and work good as part of a team.” Another commented positively on improvements, saying, “There have been big changes for the better since the last inspection.”

The provider had clear responsibilities, roles, and governance systems to manage and deliver good quality, sustainable care, treatment, and support. They acted on the best information about risk, performance, and outcomes, sharing this securely when appropriate. Leaders understood best practice guidance, including Right Support, Right Care, Right Culture, ensuring people lived their lives without altering routines to fit the service. Recent improvements included appointing a quality compliance manager to strengthen audits of care plans, medication, and documentation, addressing previous feedback. Training was embedded, relevant, and valued by staff. One staff member said, “I have received all appropriate training and information from person-centred support plans.” Professionals confirmed consistent follow-up and risk management, with one stating, “[The registered manager] always contacts me about concerns.”

The provider understood their duty to collaborate and work in partnership, ensuring services worked seamlessly for people. They shared information and learning with partners to drive improvement. Effective collaboration was observed between staff, social workers, and multi-disciplinary teams to support positive outcomes, particularly in decision-making. The provider engaged a broad range of community and specialist services, including speech and language therapy, mental health teams, advocacy, social services, and primary care networks, to deliver holistic, person-centred care. Partnerships were tailored to individual needs, ensuring joined-up care and support. Professional partners we spoke with described a positive shift in partnership working, noting better engagement, shared decision-making, and improved continuity of care. 

The provider focused on continuous learning, innovation, and improvement across the organisation and local system. We saw the provider encouraged creative approaches to ensure equality in experience, outcomes, and quality of life. Actively contributing to safe and effective practice and research, they responded to previous assessment feedback by improving medicine management and enhancing documentation for clarity and accessibility. Their model of care aligned with best practice principles, including Right Support, Right Care, Right Culture. Leaders collaborated with people using the service, their representatives, and staff to foster a culture that enables individuals to lead full, meaningful lives. Professional partners said the team was proactive in keeping them updated and seeking shared input around changes in welfare.