Outreach Services

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.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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. There was a strong person-centred culture which helped enable staff to care for people with genuine kindness and empathy. As people were supported by core staff teams, staff had the time to get to know people and to understand their care and support needs, wishes and choices.

The provider consistently treated people as individuals and was exceptional in ensuring their care, support and treatment reflected their needs, preferences and aspirations. Staff took full account of people’s strengths, abilities, cultural backgrounds and protected characteristics, recognising these as integral to delivering truly person‑centred care. People received highly personalised support that reflected their unique histories, routines and what mattered most to them. Care plans were detailed, meaningful and individualised, avoiding a ‘one size fits all’ approach. They captured people’s preferred ways of communicating, their interests, emotional wellbeing and physical health needs. Staff used this information, alongside their strong knowledge of each person, to tailor support in ways that helped people feel valued, respected and understood. People were treated with dignity, without discrimination, and in ways that promoted their individuality. People’s unique and protected characteristics were not viewed as challenges but as aspects to be recognised, valued and incorporated into care. Staff understood people well enough to anticipate potential challenges and responded with creativity and sensitivity, often suggesting new opportunities that people had not previously considered. We saw multiple examples of people’s wishes being made a reality, even where others had previously perceived barriers.

Staff routinely went ‘the extra mile’ to help people live fuller, richer lives with noticeable improvements in independence, social connection and wellbeing. For example, one person had been repeatedly told they would never be able to take a long‑haul holiday due to mobility restrictions. Staff worked in partnership with the person to plan the trip safely and supportively. Not only did the person achieve their dream holiday, with photographs proudly displayed in their home, but their confidence grew significantly. With staff encouragement and belief, they went on to undertake a second long‑haul trip the following year.

The provider was exceptional at promoting people’s independence, ensuring they understood their rights and had meaningful choice and control over their care, treatment and daily lives. Staff consistently delivered support that upheld people’s autonomy and respected their preferences, including choice over who supported them and when support was delivered. Care plans were highly personalised and aligned with individual routines, strengths and goals. They placed strong emphasis on independence, dignity and active involvement in decision‑making. The provider demonstrated an outstanding commitment to empowerment, which led to noticeable improvements in people’s wellbeing, confidence and overall quality of life. For example, we saw clear evidence of the provider’s in‑depth understanding of the needs of people transitioning into adult services for the first time. Wherever possible, people and their families were fully involved in the planning of these transitions, with staff finding creative and personalised ways to meet individual needs. Family members were supported and mentored so that decisions were truly collaborative and consistent with promoting people’s independence, rights and preferences.

People were supported to maintain and develop their relationships with those closest to them, in line with their rights and choices which contributed greatly to their emotional well-being. For example, one person expressed a desire to visit a close relative who lived a long distance away. The person was fully involved with the planning of the trip, devising itineraries and choosing activities they wished to participate once there. Both the person and the relative greatly valued their time together and once home, the person began to plan their next yearly visit. People were both encouraged and supported to contribute to their communities and pursue activities that reflected their interests and ambitions. This included volunteering and participation in structured programmes such as the ‘Prince’s Trust’ and the ‘Duke of Edinburgh’ Award. These opportunities helped people to build confidence, develop new skills and enhance their sense of purpose.

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. As people had developed trusting relationships with staff, staff noticed when people were in discomfort and distress and took swift action to provide care, support and reassurance where necessary. As people received consistent and timely care from staff who had developed trusting relationships with them, staff were able to communicate in a way people understood in order to understand people’s needs, views and wishes at that time.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. Staff across all levels of the organisation told us they felt valued, respected and empowered in their roles. There was a strong culture of openness, collaboration and shared purpose, with staff describing the service as “one big team.” Staff did not feel subordinate to managers; instead, they described leaders as approachable, down‑to‑earth and committed to delivering the best possible care. Staff praised the supportive culture, telling us, “It truly feels like a team. I am not on my own. I feel comfortable to talk to anyone in the hierarchy, it works, it’s how we get different ideas,” and “We always focus on the person. Retention of staff is very good; we have so many skills. We put energy into the quality and harmony of a team, and it makes the team function.” Training and development opportunities were exceptional. Staff spoke positively about access to learning, regular supervision and career progression. Many had worked at the service for a long time and had been supported to grow into new roles. Most of the managers and leaders had started as support workers, giving them grounded, practical insight into the role. One senior manager told us, “We started as support workers. Staff are developed from within; we are given great opportunity to grow and learn."

Staff wellbeing was actively supported through flexible working patterns, thoughtful matching of staff with people based on interests and skills, an open‑door approach from leaders and multiple forums for discussion and sharing ideas. The provider demonstrated a strong commitment to equality, diversity and inclusion, ensuring staff felt listened to and respected. Where staff had specific needs or required reasonable adjustments, these were implemented. Leaders promoted a positive learning culture, with opportunities for reflective discussion and additional training to enable staff to continue meeting people’s needs safely and effectively. This holistic approach to staff wellbeing meant staff were engaged, motivated and passionate about their work, contributing directly to improved outcomes and experiences for people.