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Outlook Care - Unit 6 Shelduck House, Billericay Good

Inspection Summary

Overall summary & rating


Updated 20 September 2017

The inspection took place on 11 to 13 July 2017 and was announced.

Outlook Care provides personal care to approximately 150 people with learning disabilities in a variety of supported living schemes. The service does not provide nursing care. People required a varying level of support, from people who required minimal input to continue remaining independent to people with more complex health needs. The schemes included shared houses and blocks of individual flats situated across East London and South Essex. We were not inspecting the accommodation, which was managed by a number of different landlords.

A registered manager was in post at the service. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

The manager was a passionate leader who put people at the centre of the service. There was a focus on continuous improvement and developing best practice to promote the wellbeing and safety of people in the service. There were robust and wide ranging systems in place to check the quality of the service and information from these checks was used to improve the service. The registered manager had helped build strong, value based foundations which had the potential to develop an outstanding service.

There was a focus on people being central to decisions around safeguarding. People were supported to take risks and increase their independence in a safe way. The provider had a robust recruitment process to protect people from the risk of avoidable harm. Staff deployment ensured people were supported by staff who knew them. There were sufficient numbers of skilled staff to support people in a flexible manner. Staff supported people to take their prescribed medicines safely. There were measures in place to support people who wanted to take medicines independently.

Staff were skilled in meeting people’s needs. Bespoke training was developed in line with best practice and with the involvement of the people being supported. The managers communicated well with staff and supported them in their role. People were enabled to make healthy and safe choices about what they ate and drank. The guidance in place to prevent choking was exceptional. Staff worked well with outside professionals and supported people to access health and social care services when needed.

Managers and staff worked well within the Mental Capacity Act and supported people’s to make safe choices. Where required, correct procedures had been followed in line with existing legislation. There were effective tools in place to assess people’s capacity, which took into account people’s communication.

Staff were caring to people in a manner which empowered them and promoted their independence. People were communicated with as individuals and where they were not able to communicate verbally, staff used alternative forms of communication. Their rights and dignity were respected. People had access to independent advocacy both as individuals and in groups.

People received support that was personalised around their needs. Staff had the necessary information to support people in a flexible manner, reviewing and adjusting support to meet a variety of needs within each scheme.

People and families were aware of how to make a complaint and were confident these would be responded to positively. The manager had developed an exceptional array of opportunities for people to express their views and give feedback about the service. There was a commitment to best practice in this area and the manager constantly drove improvements and innovations to ensure people were at the centre of developments within the service.

Inspection areas



Updated 20 September 2017

The service was safe.

Staff were vigilant about keeping people safe. People were supported to minimise risks to their safety.

There were sufficient staff to meet people’s needs.

Staff supported people to take their medicines safely, encouraging independence where appropriate.



Updated 20 September 2017

The service was effective.

Staff skills were developed in a variety of ways.

People were enabled to make their own choices. There was a good understanding of the Mental Capacity Act.

People were enabled to eat and drink safely and in line with their preferences.

Staff worked well with health and social care professionals to promote people’s health and wellbeing.



Updated 20 September 2017

The service was caring.

Staff cared and communicated with people as individuals

Staff had respect for people’s privacy and confidentiality.

Access to advocacy was promoted.



Updated 20 September 2017

The service was responsive.

People received support which was personalised around their individual needs and desired outcomes.

Staff promoted people’s independence and enabled them to develop skills.

People knew who to speak to make a complaint. They were given varied opportunities to provide feedback, in line with their individual method of communication.



Updated 20 September 2017

The service was exceptionally well-led.

The manager was a strong leader who ensured people were at the centre of the development and management of the service. They were supported by a committed team of managers and staff.

There were a number of highly effective measures to check on the quality of the support, which resulted in improved outcomes for the people in the service.

The manager continually focused on seeking out best practice and developing innovation in the service.