CWD Outreach Service

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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Relatives spoke positively about the staff. Comments included, “All staff are kind, caring and empathetic” and “[Staff are] very kind and caring, very knowledgeable and pro-active too.”

Care plans and records of care were written in a way which promoted young people’s dignity and demonstrated compassion.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Children had detailed information in their care plans about their likes, interests, and religious preferences. This enabled staff to know them well and support them in an individualised way. Staff gave us examples of how they had supported people in line with their likes and interests. Relatives said staff supported their family member with their preferred activities. One relative commented, “They know what [young person] likes doing and do these things with [them], like reading books, watching films, and going for a walk.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Relatives felt staff encouraged their child to be independent where possible. Care plans contained detailed information about what children could do for themselves and how they could make choices. This was particularly detailed where young people were unable to verbally communicate. Staff said they tried to support young people to be independent where possible. Comments included, “During support I always try to give the children as much independence as possible, this involves giving them choices about what they have to eat, and what activity they want to do” and “We encourage children to do as much as they can for themselves, such as feed themselves, ask for drinks if they are thirsty. We ask if a child wants to do a planned activity and see their response.”

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. Relatives felt staff were responsive to their family member’s needs. Comments included, “They understand [family member’s] communication and ask what [they] would like to do.”

Leaders told us they had a rota to enable them to have oversight of care visits. Leaders said they always asked parents if visits were on time during feedback requests. Relatives told us staff came on time and stayed for the full duration of the visit.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff spoke positively about how they were supported. Comments from staff included, “I feel supported by the staff who manage the service and appreciated by the families I work with” and “They send emails to say thank you for our hard work.”

There were systems in place to support workforce wellbeing, such as a dedicated wellbeing champion, a free and confidential counselling service, an open-door policy and a planned team event twice a year. Leaders also explained how wellbeing was discussed during supervisions with staff.