Bright Opportunities Enabling Services Limited

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 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Managers and staff were exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. The person experienced exceptionally kind, caring and respectful support from staff who knew them extremely well and were committed to understanding what mattered most to them. Staff had developed meaningful and trusting relationships with the person over many years, enabling them to provide highly personalised support that reflected the person's preferences, promoted independence and enhanced wellbeing. We observed staff interacting with the person in a warm, unhurried and respectful manner. Staff recognised subtle signs of discomfort or anxiety and adjusted their approach before distress escalated. They understood the person's communication, preferences and routines. A staff member described the person's enjoyment of swimming and explained how they recognised whether the person was happy or upset through their body language and other signs. Another staff member told us, “They often thank me for their meals they’ve enjoyed or activities we have been on and will say, 'I am so happy'. Their face shows their emotions clearly and you can see by their big grin or when they are laughing at us being silly dancing in the kitchen, that they are happy with their support”.
Staff spoke warmly about the person and described support that promoted comfort, reassurance and inclusion. One staff member explained how they adapted their approach according to the person's needs and confidence, including actively participating in activities alongside them when this provided reassurance and encouragement. Another staff member told us about an occasion when the person behaved in a way they had not experienced before. Despite clear records and guidance being available, the staff member chose not to make assumptions about how best to respond. They stepped back, gave the person space and sought advice from a manager to ensure any support was tailored to the person's needs and would not cause unnecessary distress. This showed staff placed the person's wellbeing at the centre of their decision-making and were confident to seek guidance when needed to achieve the best possible outcome.
Compassionate care extended beyond day-to-day support. The registered manager told us they worked closely with their family to support them through house moves until the person and the relative were happy with the accommodation. The person was now living in a more modern property and as a result their health had improved. The registered manager told us they subsequently spoke with the GP about reducing the person's medication and they no longer required specific medicines due to the new environment improving their health, which was a significant positive outcome. This demonstrated the provider's determination to address wider factors affecting the person's wellbeing and resulted in a tangible improvement in their health and quality of life.

Privacy was respected, records used respectful language and the provider could show how compassionate support had improved the person's confidence, comfort and trust. Relatives and professionals consistently provided highly positive feedback about the service. All staff told us they would be happy for a friend or relative to receive support from the provider. One professional said, “I would recommend Bright Opportunities as a provider based on my experience working with them.” This meant the person experienced consistently caring and respectful support, which helped them build trusting relationships with staff, feel valued as an individual and achieve positive outcomes in their day-to-day life.

The provider 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 provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.
Staff had a detailed understanding of the person's routines, interests, preferred activities and individual signs of anxiety or unhappiness. One staff member explained how the person valued routine and their family, saying, “If there is something different, you talk to them beforehand and they get it”. Care plans supported personalised care and went far beyond task-based instructions, clearly describing what a good day looked like for the person. Staff used their knowledge of the person's communication, relationships, routines, culture and interests to tailor support and activities to their individual preferences. A relative said, “They [staff] ‘go to town’ for Halloween and Christmas...they [relative] love it”. Managers tailored activities, environments, visual choices and hobbies around the person and said they had become better at understanding and helping them to be, “Living their best life”. Staff also celebrated important events in the person's life, including milestone birthdays, demonstrating the value they placed on them as an individual. This meant the person received support that reflected what mattered to them and promoted their enjoyment, wellbeing and sense of identity.
A relative described staff as, “Pro-active” and said, “They [relative] love their annual holiday...they go swimming, they love animals, they [staff] take them to the theatre”. One staff member told us the provider, “Encourages a home-from-home approach. They [the person] are happy and well looked after using a whole person-centred approach”. A professional said, “The care that Bright Opportunities has provided to [name] is to a high standard and they have supported [name] and the family too”. This showed staff consistently looked beyond meeting the person's basic needs and focused on supporting them to enjoy meaningful experiences and achieve positive outcomes.
Personalisation was embedded within the culture and systems of the service rather than relying solely on individual staff knowing the person well. The registered manager told us team meetings were used to discuss ideas for promoting the person's goals, aspirations and independence, such as developing skills around washing and changing beds. Managers regularly reviewed care plans with staff involvement and encouraged feedback about what worked well and what could be improved. A manager said, “They [staff] want them to succeed”. Staff shared knowledge, reflected on outcomes and adapted support when the person's needs or preferences changed. This meant personalised care was consistently understood and delivered across the staff team. Support evolved alongside the person's changing wishes and aspirations, with clear evidence that feedback, reflection and learning were used to improve their experiences and outcomes.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff adapted support and activities to the person’s individual needs whilst encouraging participation, autonomy and decision-making.

Staff demonstrated a strong understanding of balancing safety with the person's rights to make choices and take positive risks. Records showed positive risk-taking and opportunities to maintain quality of life had been actively considered. For example, if the person wanted to make a cup of tea, staff supported them to use the kettle safely. If the person appeared distressed whilst out in the community, staff would revisit the planned activity, offer alternatives or return home if this reflected the person's wishes. One staff member said, “[Managers] do all the risk assessments, but every member of staff will have seen a risk assessment. We are always made aware to weigh up risks before doing an activity”. Another staff member said, “[Name] comes first so their safety means everything”. This showed staff promoted the person's right to make choices and experience everyday opportunities whilst managing risks in a proportionate way. The focus was on supporting the person to live the life they wanted using positive-risk taking approaches rather than restricting opportunities because risks existed.

Staff consistently focused on what the person could do and wanted to achieve. Support was adjusted according to individual needs and reduced where possible to avoid unnecessary dependence, promote confidence and widen choice. For example, if meal options were unlimited the person found it difficult to make decisions. Staff therefore used laminated picture cards showing balanced meal options and supported the person to choose 8 meals they wanted for the week, including an additional option to allow for variety after shopping had been completed. This meant the person was able to make meaningful decisions about their day-to-day life in a way that reflected their communication needs, rather than having all choices made for them.
A relative told us the person took part in a wide range of community activities and experienced positive outcomes as a result. Staff demonstrated a strong understanding of how to provide tailored support whilst promoting independence and participation. One staff member described supporting the person to attend community-based art, music and dance sessions run by external providers. They explained the person required “1:1 support to help them fully take part in activities”, but that support varied depending on the activity, ensuring participation without taking over. Staff also knew when to step back and allow the person to socialise independently. Describing support at a disco arranged by the registered manager, one staff member said, “I can stay in the background and give them the space to enjoy their time with their peers, or I am there to join in and dance with them.” A manager said, “Today [name] is going swimming with the day centre. They are part of the community. It is an organised disability swim which they go to”. This showed staff carefully balanced support with independence, adapting their approach according to the person's wishes, confidence and needs. As a result, the person was able to develop and maintain relationships, take an active part in their community, make meaningful choices and enjoy experiences on their own terms.

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. Staff had developed a positive relationship with the person and understood their individual communication needs. The person had 1 to 1 support, so staff were always available if they needed them. Care records provided clear guidance about the person's preferred methods of communication and how they expressed choices, preferences, and consent. This information helped staff provide support in a way that was meaningful and accessible to the person.

Staff were familiar with the person's preferred routines and the approaches that best supported engagement and interaction. This helped ensure care was delivered consistently and in a way that reflected the person's individual needs and preferences.

The provider always cared about and promoted the wellbeing of their staff. They were exceptional at supporting and enabling staff to always deliver person-centred care.

Staff universally felt valued by the organisation and told us they were encouraged to seek support whenever needed. Staff spoke very positively about working for the service and consistently described the registered manager as supportive, approachable and caring. One staff member said, “I love my job more than anything in the world”. Staff told us they could access advice and guidance whenever required and were supported both professionally and personally. One staff member said, “They [managers] don't just help service users, they help you as well. I have never had anything like that”. This meant staff felt genuinely cared for and confident to seek help before difficulties affected their wellbeing or the support they provided.

Managers understood that a small service could create isolation and reliance on a small workforce. They responded by providing accessible management support, reflective supervision, safe rostering, debriefs and development linked to the person’s needs. Welfare conversations took place alongside formal supervision, and staff felt able to raise concerns without fear. A member of staff in the sister company had also completed mental health champion training and offered additional support to staff when needed. This meant staff wellbeing was considered alongside the continuity and quality of the person’s care. Staff had opportunities to reflect, seek support and remain emotionally equipped to provide consistent, personalised care.

Staff said managers gave significant support with wellbeing and health matters. Managers described regular check-ins, social events, recognition and practical support when staff experienced personal difficulties or needed to attend appointments. A staff member told us, “At Christmas [registered manager] sorts out a big Christmas party, people tend to go home to family so that all staff can go. [They] pay for a free bar, and everyone has a meal. It is [their] way of saying thank you”. Managers also supported staff to swap shifts where this could be done safely and without leaving gaps in the person’s support. This helped staff balance their personal circumstances with their responsibilities and supported a stable workforce around the person.

The caring culture extended beyond formal support arrangements. A manager described carrying out “random acts of kindness”, such as leaving chocolates or small gifts for staff, and said, “If they ask why I say, because you are amazing”. These gestures formed part of a wider culture in which staff were regularly recognised and valued for their contribution.

The registered manager provided specific examples of going above and beyond to support staff experiencing personal difficulties. Managers understood the direct relationship between staff wellbeing and the quality and consistency of the person’s support. One manager said, “If we help them, we get the best of them and we care for them.” The registered manager maintained effective oversight of staff performance while promoting a positive and caring culture. This meant the person received consistent support from staff who felt valued, understood and able to give their best. The provider’s approach to staff wellbeing helped maintain trusting relationships, continuity of care and highly personalised support centred on the person’s needs.