Outright Care

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us that staff were kind, respectful and caring. They said staff treated people with dignity and were respectful when working in people’s homes. A relative told us, “[Name] is supported by extremely kind and caring staff.”

People said they felt comfortable in the presence of care staff. They received care from a consistent and regular team of staff who they knew well, which helped them feel safe and at ease.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff knew people well and adapted how they communicated to match each person’s style, routines and sensory needs. They understood what people needed and provided care in a way that suited them as individuals. Staff took time to get to know people, which helped build good relationships and helped people feel relaxed around them.

People’s spiritual and cultural needs were recorded when relevant, and staff respected these beliefs. The management team also tried to match people with staff who shared similar interests or had compatible personalities, which helped support positive and comfortable care.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to make choices about their care and daily routines. Staff promoted independence by offering encouragement that was positive, supportive and tailored to each person’s individual abilities. People were supported to go out on outings and take part in activities within the community when they wished, helping them maintain social connections and participate in meaningful daily life.

A staff member told us, “I would ask [name] what he wants and needs and I know [name] well and know the thing [name] is able to do independently. I encourage [name] to do these things on their.” This demonstrated staff understood the importance of supporting people to make everyday decisions that mattered to them.

Care plans clearly outlined how people wished to be supported, including their routines, preferences and decision‑making abilities. This helped staff promote choice, control and independence in a way that reflected each person’s needs and wishes, ensuring care was delivered in a personalised and respectful manner.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

They supported them with appointments, handling money, and joining community activities.

Staff used calming strategies to reduce anxiety and minimise stress, which enabled people to feel safe and confident.

Staff were trained in monitoring changes in people’s health, so they could support people effectively if their health declined. A staff member told us, “I would always listen to [name], if there is an emergency, I would call, 999, the office and the relative.”

The provider cared about and promoted the well-being of their staff and supported and enabled staff to deliver person-centred care.

The provider supported staff well, helping them deliver care that met people’s needs. Staff felt valued, supported and happy in their roles. The registered manager provided coaching, asked for feedback and encouraged open communication.

Staff enjoyed working at the service, and many had remained in their roles for several years. This continuity meant people received consistent, personalised care and were able to build trusting relationships with the staff who supported them.

Teamwork within the service was strong. A member of staff said, “We work well as a team, the manager is always available if I need any advice or support.” Staff rotas were planned to align with individuals’ skills and strengths, helping ensure people received the right support from the right staff. Staff described working well together, sharing learning and supporting one another to maintain good-quality care.

The provider promoted staff well-being through flexibility, respect and recognition. This contributed to a positive work environment, supported high staff morale and helped ensure people received compassionate, person-centred care.