Oak House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this service. This key question has been rated Good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 people remained at the centre of care and treatment choices. Care delivery reflected individual preferences and involved people in decisions, with changes to needs discussed and agreed in partnership.

Relatives confirmed open communication and involvement. One relative said, “They [staff] are excellent, they involve us in all decision making, we have attended meetings and discussed the best way forward.” Relatives described receiving timely updates when people’s health or wellbeing changed.

We observed staff consulting people about everyday decisions and respecting expressed choices. People received support in ways aligned with personal preferences.

Staff demonstrated understanding of individual differences. One member of staff explained, “People’s care and support are tailored using their care plans. These include personal, cultural, social and religious needs, alongside likes and dislikes. Plans are updated when needs change.”

Visiting professionals spoke positively about responsiveness. One professional said, “My experience with Oak House has been fantastic. Management and staff took on board our recommendations and worked with us to support people. They welcome feedback and value open discussion to resolve issues.”

Care plans reflected individual needs, these were regularly reviewed to ensure continued relevance and effectiveness.

The provider demonstrated an exceptional understanding of the diverse health and care needs of people and the local community. Care delivery reflected joined‑up working, flexibility, supported choice and continuity.

People were actively supported to attend activities of personal and spiritual importance, including weekly attendance at church. Relatives spoke positively about the impact of people remaining active members of their community and explained how community engagement had supported improved communication and overall wellbeing.

Staff spoke clearly about the importance of social inclusion and community integration. One member of staff said, “We take time to understand people’s backgrounds and preferences. I have supported people to attend activities they enjoy such as volunteering, community walks, church services, litter picking, art classes, swimming, National Trust visits and drives. These experiences have improved confidence and quality of life.”

Visiting professionals consistently described a strong commitment to personalised, aspirational support.

The provider promoted inclusive and culturally meaningful care through shared celebrations and learning opportunities. Staff supported understanding of different cultures, religions and traditions by recognising festivals including Eid, Diwali, Hanukkah and Christian celebrations. Activities involved exploring traditional foods, visual resources, creative tasks and themed sessions to encourage participation and understanding.

British culture and traditions also received active promotion. People marked national events such as St George’s Day, St David’s Day and VE Day. Planning ensured activities remained accessible through easy‑read materials, pictures and visual resources. For example, people took part in a VE Day garden celebration following preparatory work designed to build awareness and meaning.

This inclusive approach supported continuity of care and strengthened connections with the local community and wider society. People experienced a sense of belonging, shared identity and positive outcomes.

The provider supplied appropriate, accurate and current information using formats matched to individual communication needs. This approach supported understanding, choice and active involvement.

Relatives confirmed clear information about how to raise concerns or complaints. One relative described raising a concern linked to a change in a person’s medicine. They explained discussions took place promptly with the provider and the issue reached a satisfactory resolution without delay.

People received information in accessible and person‑centred formats designed to support understanding. Easy‑read materials were available to explain how concerns could be raised. Easy‑read information presented key messages using simplified text alongside images, symbols and pictures, supporting inclusion and informed decision‑making.

Visual daily planners supported people to understand routines and upcoming activities. Key information, including menus and weekly plans, was consistently produced in easy‑read formats using symbols and photographs. This ensured information remained meaningful and accessible for everyone.

This thoughtful and individualised approach to information sharing promoted confidence, reduced anxiety and enabled people to exercise choice and control over daily life.

Relatives consistently told us staff knew people very well and communicated effectively. Relationships were built through trust, familiarity and sustained engagement, supporting positive outcomes.

The provider made it easy for people and relatives to share feedback, ideas and concerns, including raising complaints. Staff involved people in decisions about care and support and clearly explained any changes made following feedback, demonstrating learning and responsiveness.

For people who did not use verbal communication, staff used a variety of communication approaches, including Makaton, Widgit symbols, verbal prompts and personalised methods. These tools enabled staff to build meaningful connections and respond to what mattered most to each person. Widgit supported understanding through visual symbols, while Makaton combined signs, symbols and speech to support communication.

Staff described adapting communication styles to align with individual preferences. One staff member said, “Communication is adapted to meet individual needs, including visual aids and simple language. When people or relatives have concerns, we support them to raise these through the appropriate channels and ensure they feel listened to.”

Monthly keyworker sessions and regular relative meetings provided structured opportunities for feedback and discussion. Views shared during these forums informed care delivery and service. development, reinforcing a culture of continuous listening and involvement.

The provider ensured people accessed care, support and treatment when required, without unnecessary delay. Arrangements promoted timely access to health services and ongoing monitoring of wellbeing.

Relatives confirmed regular updates about health appointments and changes in people’s health. They described clear communication and confidence in staff actions when health needs arose.

Staff explained how they supported people to attend routine and specialist appointments and shared concerns promptly with healthcare professionals.

Visiting health professionals consistently described a highly responsive service. One professional said, “The whole team at Oakhouse have been very responsive and receptive to support from our team, they have always ensured they have attended appointments and facilitated visits when requested. There is always a member of staff to get in contact with and the information we receive is always to a high standard and informative.”

Records confirmed people attended regular health reviews and appointments. Referrals to specialist services occurred promptly when needs were identified, ensuring care remained accessible, coordinated and responsive.

Staff and leaders showed innovation and insight when listening to information from people most likely to face inequality in experience or outcomes. This intelligence actively shaped exceptionally tailored care, support and treatment, reducing disadvantage and promoting fair outcomes.

Relatives consistently highlighted the positive impact of the service on people’s wellbeing and development. They shared examples of how the provider exceeded expectations by offering new opportunities, widening life experiences and helping people develop skills and confidence.

Staff spoke passionately about people’s rights and their responsibility to prevent inequity. One staff member said, “The care provided is individualised and not generalised.” Another staff member explained, “Appropriate aids and adaptations are in place to support individuals, ensuring accessibility and safety. We advocate for people where necessary, so they receive fair treatment and do not face disadvantage in the community. We actively support individuals to achieve goals and increase independence.”

The provider operated effective systems to promote equitable outcomes for everyone. Support plans received regular review and focused on meeting needs while offering equal opportunities to build independence. Choice and best‑interest decision‑making were balanced with families and relevant professionals involved when appropriate.

Care plans took a holistic approach, reflecting physical, mental, emotional and social needs, alongside religion, beliefs, communication preferences, interests and aspirations. People actively participated in planning weekly activities, ensuring involvement in meaningful opportunities aligned with personal goals.

Staff adopted a proactive, solution‑focused approach when barriers arose. Reasonable and creative adjustments enabled participation in activities and community opportunities. The team consistently modelled positive, inclusive and non‑judgemental behaviours, using respectful language and actions to promote equality, inclusion and fair experiences for all.

People received support to plan for important life changes, giving sufficient time and information to make informed decisions about the future. Planning reflected individual wishes, aspirations and personal circumstances.

The provider supported people to work towards long‑term goals and ambitions. Staff encouraged people to explore new experiences, including voluntary roles, learning opportunities and holidays. Plans were developed collaboratively with people, families and relevant partners, ensuring aspirations remained realistic, meaningful and well supported.

Future planning focused on increasing independence, widening life experiences and sustaining meaningful relationships. Staff demonstrated strong understanding of the people they supported and used consistent, values‑based approaches to encourage personal growth and achievement over time.

A strong ‘can‑do’ culture underpinned this work. Staff promoted optimism and aspiration, supporting people to build confidence, develop skills and sustain positive outcomes. This proactive approach ensured planning remained dynamic, forward‑looking and responsive to changing needs and ambitions.