Oak Grange

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.

At our last inspection we rated this key question requires improvement. At this inspection this key question 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.

During our last inspection the provider was in breach of regulation in relation to governance. We issued a warning notice for this regulation. We saw during this inspection enough improvement had been made and the provider was no longer in breach of this regulation and had met the terms of the warning notice.

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. Leadership was visible, approachable, and responsive. Oak Grange had a clear vision and values that were understood and reflected in staff practice. Leaders promoted a positive culture focused on person-centred care, safety, and continuous improvement. Staff spoke positively about the ethos of the home and felt proud to work there. One staff member said, “We’re all here for the same reason, to make life better for the people we support.”

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. Managers acted quickly to address concerns and supported staff effectively. People and relatives told us they felt confident in the leadership team. Staff described leaders as fair and compassionate. One staff member said, “They listen and care about us, it makes a difference.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to raise concerns and were confident they would be listened to. Whistleblowing was encouraged, and policies were in place to protect staff who spoke up. Staff told us they felt safe to challenge poor practice and were supported when they did. One staff member said, “We’re encouraged to speak up, and we do.”

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. Equality, diversity, and inclusion were promoted across the service. Staff were treated fairly and supported regardless of background. Training was in place to raise awareness of inclusive practice, and staff understood the importance of respecting people’s identities. Staff told us they felt accepted and valued.

The provider ran bitesize diversity and inclusion sessions for staff, helping to build stronger relationships and a sense of belonging. Pride Month was celebrated with a tribute in the staff garden to a much-loved colleague, reinforcing the home’s inclusive culture.

The provider now 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. Governance systems and processes were even more robust and scrutinised. Audits were completed regularly, and actions were taken to address any issues. Records were well maintained and checked, and regulatory responsibilities were understood and met. The provider had clear lines of accountability, and staff knew who to go to for support. Sustainability was considered in staffing, resources, and planning.

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 provider worked in partnership with families, professionals, and the wider community. Staff liaised with healthcare teams, local groups, and advocacy services to support people’s wellbeing. People were encouraged to stay connected with their communities. One relative said, “They involve us and make sure [person] stays part of the world outside.”

Events such as the Annual Summer Fayre and celebrations for VJ and VE Day brought together people, families, and the wider community. These activities promoted inclusion, reminiscence, and intergenerational connection.

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. The provider had listened and made positive changes to governance systems and records since our last inspection. They embraced learning from incidents, accidents and complaints by using their own internal systems and then implementing this in the delivery of care.