The Good Days Project

Who the service is for

This service supports people with learning disabilities, autistic people and people with physical disabilities, all of whom are living in their own homes.

Key findings

We carried out this assessment between 27 July and 14 August 2026. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities most people take for granted. We were assured the service provided care in line with this guidance.

There was a learning culture in the service. There were processes in place to review and analyse accidents and incidents to identify lessons learned. People were safe in the service. A member of staff told us, “We have safeguarding policies kept in the office. If I suspected abuse, I would report the incident to my manager immediately. I definitely feel confident to tell my manager if care was being provided dangerously.” We checked and found members of staff and management worked within the principles of the Mental Capacity Act 2005 (MCA). People were not subject to unlawful or excessive restrictions; they had choice, control and freedom over their lives. Members of staff had a clear understanding of providing people with choices and respecting their wishes. People’s care plans clearly identified and mitigated risks associated with their care and support. They had been developed with people and their families, and they reflected personal preferences. Members of staff were recruited safely. They accessed a range of training courses which ensured they delivered safe care and support. The administration of medicines was managed safely. Medication administration competency checks were completed by the management team.

People’s care plans were person-centred and reflected their care needs. Regular reviews took place with people and their families which ensured their care needs were being met effectively. There were good links with local health and care services and where people had been referred to specialist clinical services, advice was implemented into care plans. Person-specific outcomes were regularly reviewed and achievements and impact were recorded. Members of staff sought consent from people and explained the decision-making process. Mental capacity assessments were completed when required and individual decisions recorded appropriately.

Members of staff were kind and caring. They treated people with dignity and respect and ensured they had maximum choice and control over their lives. For example, the provider supported a person to shop independently. They were encouraged to carry their own shopping basket and made choices to select food they preferred. The person was not rushed and was given time to make their own decisions.

People’s care and support was unique and specific to them; this ensured care was provided in a person-centred way. There were clear processes in place for people and their families to raise concerns about the service. The provider communicated well with the staff team through a regular newsletter. We saw evidence of a recent focus on communication where the provider had introduced an approach called ‘Sign of the week’. This supported members of staff to develop and use their skills in Makaton. This helped to create a more inclusive and accessible service. The provider produced service updates and reports in easy-to-read formats for people who had been in hospital and were being discharged home. This helped support people’s transition back to their homes and enabled them to understand what may have changed following their admission to hospital.

The provider had appointed staff champions for a range of key service areas including medications, safeguarding and equality, diversity and inclusion. Members of staff were encouraged to go to the champions if they needed additional support. This helped to create a positive staff culture. There were good governance processes in place which enabled the registered manager to maintain oversight of the service and ensure continuous service improvement. The provider supported learning and development through a programme called ‘The Lightbulb Club’. Individual members of staff and services could share ideas and practical solutions which improved knowledge and learning throughout the whole organisation.