The Oaks Care Home

The service is arranged over 3 floors in a purpose-built building. The first and second floors include spacious lounges, dining areas, and suitable communal spaces for people to relax and engage in activities. The ground floor houses catering and laundry facilities. The lower ground floor has a large communal activities/training room, staff areas room a dedicated rest space.

The inspection took place between 24 November and18 December 2025 and covered all quality statements under the key questions: safe, effective, caring, responsive, and well-led. We visited the service on 24, 25 and 26 November 2025.

During this inspection we spoke with people who lived at the service, their relatives, staff, the registered manager, senior management team and sought feedback from other healthcare professionals. We looked at care plans, recruitment files and quality assurance records.

There was a very positive culture within The Oaks Care Home which was supported by a robust quality-focused governance framework to ensure the service operated within the standards expected by the provider and met regulatory and legislative requirements. There was a strong and consistent management team who were very motivated to improve and develop healthcare provision both inside The Oaks and in the wider community. The management team were proactive in developing professional relationships with others to ensure positive outcomes for people. This included building strong working relationships with people using the service, their relatives, external healthcare professionals and community organisations. Learning and innovation were key contributors to service improvement. Healthcare professionals told us how the culture within the home and excellent communication supported positive working relationships which achieved excellent standard of care.

Staff were referred to as ‘care companions’ and were highly compassionate and empathetic, particularly towards people living with dementia. People were treated with dignity, respect, and kindness, and were actively involved in decisions about their care. Social activities were creative and tailored to individual needs, supporting people to live fulfilling lives. Relatives and professionals praised the service for its person-centred approach.

The provider’s ethos was based on the concept of ‘Ohana’ (meaning extended family, the people you live with, laugh with and love), which was evident throughout the service.

This approach had an outstanding impact on people’s health and well-being, fostering a sense of belonging, emotional security, and community that enriched daily life and care experiences.

Recruitment was value based and focused on staff skills, experience, and personal qualities such as empathy and self-awareness. Staff development and wellbeing were prioritised, supported by a robust retention strategy. High-calibre staff were recognised as essential to delivering quality care.

Risk assessments and safety checks were in place. The home was clean and fresh, supported by effective cleaning schedules to minimise infection risks. Medicines were managed safely, with people involved in any changes.

Staffing levels were sufficient to meet people’s needs. Governance systems ensured continuous monitoring of care quality and safety, with a strong focus on improvement. Engagement with stakeholders and professionals supported positive outcomes for people living at the service and smooth transitions for people moving into the service.