Orri Wimpole Street

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

This was the first inspection of the registered Wimpole Street location following the relocation of the service from its previous premises in Hallam Street. This key question has been rated Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

We have not awarded this service a score for Caring.

Find out about when we will not publish a key question score and what we look at when we assess Caring.

We scored the service as 4. The evidence showed an exceptional standard. The service was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Patients fed back that staff treated them well and behaved appropriately towards them. They told us they were treated with respect and kindness. People were extremely well-cared for. Staff knew the people they were supporting very well, and care was provided with exceptional patience and kindness. Staff were highly trained, knowledgeable and passionate about the service giving patients the very best experience they could.

The service excelled at delivering bespoke, highly individualised care and treatment that adapted to the unique cultural, gender and personal identities of each patient. We observed staff interacting with patients with kindness, empathy and total respect for their dignity. Patients told us about numerous examples where staff went the extra mile and above and beyond what they expected of them. For example, a carer told us the dietician had researched restaurants for their family member who was travelling overseas and created a plan of what the patient could order from the restaurants in the area they were staying. A patient told us that the service went the extra mile by providing support over the weekend when they experienced a deterioration in their mental health. Staff also stayed on site with another patient after the service had closed, remaining with them until an ambulance arrived to take them to hospital.

Staff supported patients to understand and manage their own care, treatment or condition. Staff understood and respected the individual needs of each patient. They adapted their approach to each individual and worked with patients’ individual preferences, for example staff had developed a structured and collaborative exposure plan to help a patient gradually build confidence and reduce distress around mealtimes. As part of the plan the patient joined the communal dining table for the final five minutes of lunch and dinner. The length of time was increased each week dependent on the progress of the patient. Patients we spoke with told us about their care and treatment, how they were progressing with their recovery goals and aspirations for the future. Staff directed patients to other services when appropriate and, if required, supported them to access those services. The service had supported a young person to access mental health services following a deterioration in mental health.

We spoke with 9 patients and 4 carers of people using the service. We also spoke with commissioners and reviewed the patient feedback they had received. Feedback commissioners received from patients included “It is hard to put into words/explain how different Orri has been for me compared to inpatient (and outpatient) treatments, but I feel like it has already helped more than any admission or intervention that I have had previously.” Another patient reported that “For the first time I feel heard and seen as a person, not an illness. I have felt understood in ways that I cannot describe and from the start of my treatment, I was given so much time, more than I ever have been before, which has made such a difference.”

Carers and patients told us that staff were available and very responsive to any concerns that were raised. Carers reported “Team have always been at the end of the phone when I needed it and I appreciate and feel so grateful to that. Having witnessed my daughter in previous settings, I can see real changes happening for [patient] and I feel so grateful to have been put in touch with Orri.” Another carer reported “I feel so grateful for the carers group and the support that the family have received, alongside our child going through their recovery”. Patients and carers spoke very positively about the way staff interacted with them.

The staff team consistently demonstrated genuine compassion and empathy, both in their direct interactions with patients and when discussing their care. This approach contributed to a therapeutic environment in which people said they felt respected, listened to and supported.

Staff understood the individual needs of patients, including their personal, cultural, social and religious needs. One patient reported that the staff had supported them to observe the Jewish festival Passover by working with them on how they managed family tradition, meal gatherings and food during the festival period. The service had a ‘Faith’ station in one of the shared spaces which provided an area for information on different faiths and the support available for patients. Dietetic assessments included patient’s cultural and religious food practices. This insured that patients received culturally relevant meal plans.

Staff said they could raise concerns about disrespectful, discriminatory or abusive behaviour towards patients without fear of consequences. The Diversity, Equity and Inclusion (DEI) Lead facilitated regular, structured 30‑minute sessions that provided staff with a safe, supportive space to openly discuss concerns or experiences relating to discriminatory or challenging behaviours from either colleagues or patients. Staff reported that the forums enabled them to raise issues confidently, seek guidance and contribute to continuous improvement in equality and inclusive practice across the service.

Staff consistently upheld patient confidentiality. All staff had completed mandatory information governance training, and clear GDPR guidance was provided in patient handbooks.

We scored the service as 4. The evidence showed an exceptional standard. The service treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The service took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Patients’ individual differences were recognised, respected and accommodated without judgement or discrimination, and patients confirmed this during the inspection. Staff consistently spoke about valuing people, upholding their rights to make decisions, being inclusive and responding to individuals’ diverse needs. Staff made reasonable adjustments to ensure care was tailored to each person’s needs. For example, the service arranged for a guide dog to accompany a visually impaired patient, demonstrating a flexible and inclusive approach to support.

Patients and carers spoke very positively about the way staff interacted with them. They described staff as empathic, respectful and supportive, and inspectors observed warm, person‑centred engagement that upheld people’s dignity and individuality. Comments included “they are very knowledgeable and my daughter felt safe”, “they monitor risk efficiently so are on top of things. Really good service, grateful for the support they offer and the impact they have made”. “Orri Online is the most holistic treatment I’ve ever experienced. I’m so grateful for the support, skill and dedication of the staff who truly design a unique programme for each person”.

Patients and carers received a comprehensive handbook and induction to the service. Handbooks were tailored to both the online and in‑person treatment pathways and provided detailed information about what people could expect from the service. The children and young people’s outpatient handbook was also available in an easy‑read format to support accessibility.

Staff had developed separate, bespoke handbooks for the online and in‑person programmes. Each contained clear and practical information about the treatment pathway, the support available for families and carers, and guidance to help patients recognise triggers and understand the impact that social media can have on body image and mental health. The handbooks had been co‑produced with people who had previously used the service, ensuring they reflected lived experience and the needs of those accessing care.

The service had developed a bespoke range of online tools that benefited both patients and staff. One of these was the ‘My Orri’ web-based application, designed to enhance communication and feedback between patients and the clinical team. The app enabled patients to manage their individual treatment plans, therapy timetable and appointments while staff could use it to monitor patient schedules, engagement, and attendance.

The service had a comprehensive website full of information on treatments, eating disorders, complaints, feedback and the information provided was in a form accessible to the patient group. Staff made information leaflets available in languages spoken by patients as appropriate.

Managers ensured that staff and patients had easy access to interpreters and/or signers as appropriate.

Patients were offered a choice of food that met the dietary requirements of religious and ethnic groups, as well as individual allergies and intolerances. The service delivered an exemplary and highly individualised approach to meals, snacks and hydration. Each patient’s meals were tailored to their clinical needs and personal preferences, for example for one patient meals were planned so that they avoided known trigger textures including avocado and powdery or grainy textures. Dietitians worked closely with the head chef and catering team to design bespoke menus. All allergens were clearly identified, and every meal was individually prepared and labelled with the patient’s name, specific dietary requirements and any allergy information.

The dietetic and catering team were highly responsive to patient feedback. For example, when patients requested a wider range of snacks, the service introduced a “snack of the week” rota to increase the variety available.

We scored the service as 4. The evidence showed an exceptional standard. The service was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Patients were actively encouraged to work collaboratively with staff throughout their recovery journey. The service used a graded approach to developing nutritional independence, supporting patients to gradually take more responsibility for their own eating. Patients worked closely with dietitians to select their meals, helping them build confidence and ownership over their nutritional intake, for example sensory-informed meal support was provided and highly individualised to the needs of individual patients, such as meals adapted to accommodate significant texture sensitivities and avoidance of mixed wet and dry food combinations. Where appropriate, patients were supported to purchase their own snacks, and these were monitored and clearly documented within their care plan. All snacks brought into the service were checked by staff when the patient returned to the building to ensure they met individual dietary and clinical requirements.

As part of the admission process, neurodivergent patients were offered tailored support to help them become familiar with the service and environment, whether they were joining an online or in‑person programme. For example, the service provided easy read versions of key documents including pre-intake Information, consent forms, dietetic assessment documentation and treatment and intake assessment documentation. Where appropriate and with the patient’s consent, parents and carers were also able to participate in this orientation to ensure a supportive transition into treatment.

Families and carers were invited to attend a portioning clinic alongside staff and patients, so everyone received consistent information about appropriate portion sizes. Patients also had access to a therapeutic kitchen where they could prepare their own drinks and snacks, supporting independence and confidence around food.

Staff had carefully considered how to support gradual re‑integration into food‑related activities in the community. They accompanied patients to restaurants to provide real‐world exposure to eating out, helping individuals practise skills in a supported environment. Within the dining room, the team created a wide range of experiences through both the food provided and the dining environment designed to simulate external situations. These included practice Christmas dinner, picnics, wedding receptions, Friday night dinners and dinner club where individuals would practice serving themselves and eating with others. Environments with less sensory stimulation were also created to provide environments with less sensory stimulus. Food was provided from different cultures and cuisines to support patients with gradual exposure whilst practicing in a safe environment. Each patients’ needs were individually assessed throughout their treatment to ensure a neurodivergent and specific challenge needs are met. Patients were actively encouraged to request food/occasions and specific environments to address their individual recovery needs.

The dining room had been purposefully developed as a therapeutic environment rather than a clinical space. Different chair styles, heights and levels of support have been selected to reflect the range of seating patients were likely to encounter in restaurants, cafés, educational settings and family homes. This supported the transfer of recovery skills beyond treatment while enabling personalised adjustments for individuals with sensory processing differences, autism, ADHD, physical needs or anxiety related to specific seating arrangements.

Families and carers could access a range of family support and therapy programmes, ensuring they were fully involved in the person’s recovery. This included a systemic family therapy programme focused on improving communication and family dynamics, an individual psychotherapy programme for parents or loved ones to help carers process their own experiences, and dedicated support for siblings. These interventions provided families with practical tools, emotional support and a shared understanding of the treatment approach. Testimonials received by the service included “We were met with the same care and understanding as our child. That meant a lot. For the first time we felt less alone” another commented “I still can’t say we understand what we have been through, but with the support of the carers group, family therapy and some helpful straight talking, we are now all making sense of the eating disorder together”.

We scored the service as 3. The evidence showed a good standard. The service 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.

Nursing, dietetic and therapy staff were trained to recognise behavioural triggers before and after meals for individual patients. Where patients became distressed staff were able to respond with kindness, respect and using agreed boundaries. The service had low stimulus sensory rooms which patients could use when they were overwhelmed.

Patients told us they were clear about who to contact in a crisis and understand out-of-hours support arrangements.

Staff identified and responded to changing risks to, or posed by, patients. For example, patients were referred to their local mental health services when there was a deterioration in mental health.

The staff in the service engaged with a wide range of simulations of emergency situations, which were not standard practice for this type of community service. These covered a large range of physical and mental health incidents and emergencies such as a ligature incident, sudden patient or staff collapse and choking. Staff competencies were assessed and the simulations helped them prepare for real life emergencies.

We scored the service as 3. The evidence showed a good standard. The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider nurtured a positive organisational culture characterised by psychological safety, respect, and strong staff support. Staff spoke with enthusiasm about their work with people experiencing eating disorders and described feeling valued and encouraged in their roles. They were proud to work for the provider and highlighted the strong sense of teamwork within the service.

The service cared about and promoted the wellbeing of staff and supported and enabled them to deliver person-centred care. Leaders were very aware that there was a high rate of staff ‘burn out’ in eating disorder services. The service held regular social events for the staff in the service such as pizza evenings and social outings in person and online. Staff received regular supervision, external supervision, reflective practice and debriefs to support their well‑being and identify any additional support needs. They were able to feedback directly to the CEO who held monthly ‘Be in the Know’ meetings.

Staff had access to support for their own physical and emotional health needs through an occupational health service. The service has created a wellbeing booklet, ‘Balance’, which included information and self‑assessment questionnaires designed to help staff reflect on their health and wellbeing. Team members were supported to develop their own personalised wellbeing plan.

Interim staff survey findings from March 2026 were predominantly positive, though staff also identified improvement needs around communication, consistent processes, and preserving service quality during ongoing development of the service. Leaders advised they would review the full survey results before implementing a targeted improvement plan.