Oak House

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated 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 79 (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 and shared vision, strategy and culture. This reflected transparency, equity, equality and human rights, alongside a strong commitment to diversity, inclusion and engagement. Leaders showed an exceptional understanding of the challenges faced by people and their local communities and embedded this understanding across service delivery.

Staff consistently described strong alignment with the organisational culture and values. They spoke with confidence about supporting people to achieve potential and live fulfilling lives. One staff member told us, “The service is well‑led, and managers are approachable and supportive. There is a positive culture where staff feel listened to and encouraged to contribute ideas. Leaders demonstrate strong knowledge, experience and commitment to delivering high‑quality care. I am proud to be part of the team.” Another staff member said, “To watch people grow and achieve their goals and dreams, well, isn’t this what it is all about. I am proud of people’s achievements.”

Leaders consistently led by example and spoke proudly about people’s progress, achievements and personal development. Leadership visibility reinforced values‑based practice and inspired staff to maintain high standards of care and support.

A clear statement of purpose set out commitments to empowerment, social integration and unconditional positive regard for people and relatives. This ethos was fully embedded across the service and informed daily practice. An easy‑read version of the statement of purpose supported understanding and engagement, ensuring people could access and connect with the service’s values.

The provider had inclusive leaders at all levels who clearly understood the context in which care, treatment and support were delivered. Leaders consistently embodied the organisation’s culture and values and demonstrated strong alignment with the workforce. Leadership practice reflected integrity, openness and honesty.

Leaders brought appropriate skills, knowledge, experience and credibility to their roles. Decision‑making remained thoughtful and values‑driven, supporting high‑quality care and positive outcomes. Leaders showed compassion towards people and staff while maintaining clear strategic direction.

Staff expressed strong confidence in the registered manager’s leadership. One staff member told us, “The registered manager is a visionary leader who balances strategic thinking with a genuine commitment to the team’s growth as well as the people we support. They lead by example and foster a collaborative environment where everyone feels empowered to contribute their best work.”

Visiting professionals also described confidence in leadership capability. One visiting professional said, “[Registered manager] has been excellent. A strong professional relationship is maintained through regular updates and facilitated visits and observations. Information is consistently shared with the staff team.”

Leadership visibility and approachability promoted trust, collaboration and mutual respect across the service.

The provider fostered an open and positive culture where staff felt confident to speak up, share ideas and raise concerns. Staff described an environment where views were valued and acted upon, promoting openness and learning.

Staff confirmed awareness of a clear freedom to speak up policy. One staff member told us, “There is a clear understanding of freedom to speak up, and staff are encouraged to raise concerns or suggestions without fear.”

A speaking up policy was in place and accessible to all staff. Leaders promoted this effectively, reinforcing a culture of transparency, psychological safety and continuous improvement.

The provider placed clear value on diversity within the workforce and worked actively towards an inclusive and fair culture. Leadership practice focused on improving equality and equity for staff, supporting wellbeing and promoting positive working experiences.

Staff spoke positively about support received in the workplace. One staff member described the support provided following a difficult incident, while others shared experiences of a management team who remained responsive and open to concerns.

The provider promoted an inclusive culture where staff received fair treatment and did not experience disadvantage linked to protected characteristics or health‑related changes. Menopause was recognised as a workplace equality issue, with systems in place to ensure appropriate support and reasonable adjustments when required.

Staff received ongoing support through regular supervision and access to workshops, supporting professional development, wellbeing and inclusive practice across the service.

The provider operated clear governance arrangements with defined responsibilities, roles and systems of accountability. These supported the delivery of good‑quality, safe and sustainable care, treatment and support. Leaders used accurate information relating to risk, performance and outcomes to inform decision‑making and service improvement. Information sharing took place securely and appropriately with relevant partners.

Staff demonstrated clear understanding of individual responsibilities. They described escalating concerns promptly and professionally, supporting timely action and effective risk management.

Visiting professionals confirmed concerns were shared without delay, supporting joined‑up working and safe outcomes for people.

Robust governance systems and quality assurance processes were in place. Regular audits and reviews monitored the quality of care and support provided, enabling leaders to identify learning, address issues and drive continuous improvement.

The provider demonstrated a strong understanding of the duty to collaborate and work in partnership, supporting seamless service delivery for people. Information and learning were shared with partners to support continuous improvement and positive outcomes.

The provider maintained effective working relationships with a range of external professionals, including social workers, speech and language therapists, consultant psychologists, dietitians and the community learning disability team. These partnerships enabled timely, coordinated responses to changing needs and promoted continuity of care.

Visiting professionals consistently praised the provider’s proactive approach and described positive experiences of partnership working. Professionals reported open communication, shared problem‑solving and mutual respect.

Records confirmed regular communication and information sharing with external professionals. This collaborative approach supported joined‑up care, reduced delays and improved outcomes for people.

The provider maintained a strong focus on continuous learning, improvement and innovation across the organisation and wider system. Leaders encouraged creative approaches to care delivery, promoting equality of experience, positive outcomes and improved quality of life for people. Practice reflected a commitment to safe, effective care and contribution to shared learning.

Staff spoke confidently about people’s goals and future plans and described ongoing reflection linked to how support could evolve and improve. Learning was embedded within everyday practice and used to enhance outcomes.

Visiting professionals highlighted a positive and proactive learning culture. One professional described delivering a workshop following identified behavioural concerns and said, “The team have all been receptive to our recommendations. The full staff team attended the workshop, and this was well received.” This demonstrated strong commitment to shared learning and skill development.

The provider consistently learned from incidents and accidents, using analysis to improve practice and reduce future risk. Continuous planning took place with people to develop new goals, achievements and opportunities. An embedded ethos of learning, growth and reflection supported innovation and service development over time.