Outright Care

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 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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Staff worked closely with people and their families to respond promptly to any changes in needs, ensuring care remained personalised and aligned with individual preferences, goals and regulatory requirements for person‑centred care. Care plans were clear, detailed and regularly reviewed, with meaningful input from the staff who supported people. People and their relatives were actively involved in planning and updating care, helping ensure support remained relevant, responsive and reflective of what mattered most to them.

Staff knew people well and communicated effectively, adapting their approach to suit each person’s needs and preferences. They responded calmly and sensitively when people became distressed, helping maintain well-being and reassurance. Families were kept informed and involved, supporting continuity, safety and high‑quality care. Staff consistently demonstrated person‑centred values and delivered care in line with best practice, regulatory standards and the provider’s ethos.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People received consistent and reliable care from small, dedicated teams of staff who knew them well. This continuity helped people feel comfortable and supported, as they were regularly cared for by staff with whom they had established positive and trusting relationships. A relative said, “[Name] benefits from staff who know [name] well and they build a great relationship.”

Staff demonstrated a clear understanding of people’s individual needs, including those relating to equality, diversity and protected characteristics. This meant care was delivered in a personalised and respectful way, ensuring people’s rights, preferences and identities were upheld.

Care was well planned, coordinated and responsive. Up‑to‑date care plans provided staff with the information they needed to deliver appropriate and effective support. Staff monitored changes in people’s needs and worked collaboratively with external professionals to ensure care remained safe, consistent and aligned with best practice.

The service worked in partnership with health and social care agencies to support joined‑up working where required. This helped ensure people experienced continuity across different services and received support that met their needs, promoted their wellbeing and adapted to changes in their circumstances.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The provider ensured people received information in ways they could understand, in line with their communication and sensory needs. People’s communication requirements were assessed at the start of their care and reviewed regularly. This information was clearly documented in care plans, supporting staff to deliver personalised and accessible communication.

Staff were trained in a range of communication approaches and understood how each person preferred to receive information. They used this knowledge to adapt their communication style, ensuring people were involved in their care and able to make informed decisions. Updates about changes to communication needs were shared during team meetings and handovers, supporting a consistent and coordinated approach across the staff team. A member of staff said, “For the service user, family, this is done by the method of communication agreed and stated in the care plan and for office and staff by telephone, emails, text or WhatsApp chat.”

This meant people experienced care that was personalised, inclusive and aligned with the Accessible Information Standard (AIS) and CQC expectations for providing information in an appropriate format. Staff practice supported people’s rights, participation, and independence by ensuring communication needs were recognised, respected and met effectively.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider made it easy for people to give feedback, share ideas or raise concerns about their care, which ensured people were involved in decisions about their care needs. People and their relatives understood how to make a complaint, and they told us they felt comfortable raising concerns. The registered manager responded to issues promptly and worked in partnership with families to plan and review care, consistent with the requirement for joined‑up, responsive support.

Staff worked collaboratively, sharing observations and ideas to improve care and ensure consistency. Their approach supported meaningful daily activities such as cooking, shopping and hobbies, helping reduce anxiety and improve wellbeing. This met diverse needs and supported people to participate in the things that mattered to them.

People with complex needs were supported through collaboration with healthcare professionals, advocates and specialist services, ensuring care was individualised, responsive and adapted when needs changed.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People had fair access to the support they needed, and the provider took steps to remove barriers that could limit people’s opportunities. Staff understood each person’s physical, sensory and communication needs and adapted their approach to ensure support was safe, appropriate and person‑centred.

The provider had policies on equality, diversity and inclusion, and staff had completed relevant training. This helped ensure they understood people’s protected characteristics and the importance of delivering fair and equal care.

Relativestold us they were involved in decisions about people’s care, and staff respected their choices and preferences.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff listened to people and used this to provide care that met their needs and preferences. Care plans were clear and inclusive. People and their relatives were involved in decisions about their care. Staff were trained in equality and human rights to make sure everyone was supported appropriately.

People were supported to take part in activities to maintain their independence, and stay active, which improved their health, confidence, and quality of life. Relatives said people had more opportunities and enjoyed a range of activities. Staff respected people’s beliefs, culture, and identity, and made sure everyone felt included and safe to express themselves. The provider’s focus on equality and inclusion helped people receive fair, personalised, and meaningful care.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Where people were receiving support with end-of-life care or in receipt of palliative care, appropriate care plans were in place. Staff had completed the relevant training tailored to the person’s specific needs.

Management ensured staff had guidance to support people through transitions and more complex decisions. They were responsive and played an important role in involving external professionals in people’s care.