Wellfield Also known as Wellfield Pines and Wellfield Acorn

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

The service was well led. Leaders understood the needs of children and the environment in which care and support were delivered. Staff consistently described managers as approachable, knowledgeable and responsive, and told us they felt able to raise concerns and contribute to improvements. Leaders maintained effective oversight through governance arrangements, regular review processes and ongoing monitoring of service delivery. The provider worked effectively with partner agencies and demonstrated a commitment to learning and improvement through reflective practice, review of incidents and feedback from staff and professionals. Governance processes supported accountability and helped ensure oversight of key operational areas was maintained.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

The judgement for Shared direction and culture is based on the latest evidence we assessed for the Well-led key question.

Leaders understood the context in which treatment and support were delivered and led with openness and honesty. Staff consistently described the manager as skilled, knowledgeable, approachable and quick to act on concerns. Documentation reviewed showed leadership oversight of medicines, competencies, supervision and MDT activity.

Leadership was also reflected in the quality of care planning and review. Meeting minutes also showed ongoing leadership involvement in legal, education and transition planning.

Staff told us they felt able to speak up and be heard. Staff described a Freedom to Speak Up policy, confidence in using it and trust that concerns would be addressed. For example, we heard a staff member raised a concern and said the matter had been dealt with immediately.

This openness supported continuous learning and safer care. Staff told us they did not fear reprisal when raising concerns, and that managers encouraged transparency and continuous improvement.

The judgement for Workforce equality, diversity and inclusion is based on the latest evidence we assessed for the Well-led key question.

The provider had clear systems of accountability and governance to manage and deliver support. The safeguarding policy set out governance responsibilities, recording expectations and timeframes for referrals, while the care records and risk assessment showed monthly review, clear linked documents and instructions to update plans after incidents or significant change

Governance was also evident in oversight of medicines, competencies, supervision and review activity. Medication audits, competency sign-off, daily management review of clinical forms and booked supervision further . Staff interviews also referred to medication audits, regular updates and quick action plans when change was needed.

The provider understood its duty to collaborate and worked in partnership so that services operated effectively for children in the home. Records showed effective work with the social worker and wider health services. External professionals gave positive feedback about the quality of care, staff relationships, progress in health and education, and Oakfield’s responsiveness.

The service also supported community integration and family relationships. Risk assessments covered community access, school attendance, swimming, shopping, family time and transport, with detailed plans to make these experiences safe and meaningful.

The provider focused on learning, improvement and innovation. Staff described introduction of new training ideas from NHS practice, refresher development, reflective debriefs and a strong learning culture around complex behaviour support. The evidence also showed that review after incidents and professional feedback was built into risk management and care planning.

Improvement activity was also seen in outcomes for children. Review minutes explicitly recorded significant improvements across health, mobility, emotional development and education, and staff described developing new approaches around anxiety, diabetes monitoring, family contact and independence-building.