Outreach Services

People using the service were at the heart of their own care and support. There was a strong person-centred culture, people were empowered to make choices and decisions regarding every aspect of their lives. A positive ‘can do’ and person-centred approach was taken to the management of risks. People were not simply told they could not do something because it was too risky, genuine consideration was given to people’s aspirations, freedom and choice. Staff went above and beyond to ‘make it happen’ for people. People consistently achieved outcomes that went beyond expectations, such as maintaining an independent life of their choosing and carrying out activities and roles within the community previously thought of as not possible to achieve. People had tailored support plans which focused on their individual needs, preferences, goals and the promotion of their independence. Evidence-based practice was embedded throughout, supported by electronic systems and multidisciplinary collaboration. Staff responded promptly and adapted to changes in people’s care and support, ensuring people’s preferences and needs were met. The provider worked alongside external health and social care professionals to ensure people had access to the care and support they required as and when they needed it. People were supported by core staff teams who knew their needs well. Staff were skilled in Positive Behaviour Support (PBS). The service exceled in treating people with utmost dignity, compassion, and respect. Staff were both committed and passionate in making people feel valued and empowered. Care was highly personalised and promoted independence and emotional wellbeing. Staff were recruited safely, trained and competent for their role. Staff rotas and numbers were adapted as and when necessary to meet the specific needs of people, so there were no restrictions as to when people chose to partake in activities. Both leaders and staff worked collaboratively in ensuring a sense of equality and inclusion across the service. Leaders created and fostered a culture of transparency, and a dedication to continuous improvement. Governance systems were robust and quality improvement plans were utilised to maintain high standards. The provider was not afraid to challenge negative perceptions of care through active community engagement and educational initiatives. The provider was a strong ambassador and champion for the right that people, despite their perceived limitations, should be able to live an independent life of their choosing.