Person-Centred and Strength-Based Care Policy

1. Scope

This Person-Centred and Strength-Based Care Policy applies to all staff, volunteers, and contractors working within ’s adult supported living services in England. It is designed to ensure that care is delivered in a way that respects the dignity, rights, preferences, and strengths of each individual. The policy covers all aspects of care provision, including daily support, health care, decision-making, and risk management.

This policy applies to all service users, including those with physical disabilities, learning disabilities, mental health conditions, or complex needs. It focuses on empowering individuals by recognising their strengths, abilities, and potential, rather than focusing solely on their limitations. It is aligned with ’s commitment to delivering care that is safe, effective, responsive, and person-centred, in line with Care Quality Commission (CQC) regulations and best practices in health and social care.

2. Legal and Regulatory Framework

Law/Regulation	Description/Definition
Care Quality Commission (Regulated Activities) Regulations 2014, Regulation 9: Person-Centred Care	Regulation 9 requires to ensure that each service user receives care that is tailored to meet their individual needs and preferences. This includes the duty to engage with service users in decision-making and care planning, focusing on their strengths and preferences.
Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, Regulation 10: Dignity and Respect	Regulation 10 mandates that must ensure that all service users are treated with dignity and respect, which includes recognising their autonomy, individual preferences, and personal strengths.
Equality Act 2010	Requires to ensure that service users are treated equally and fairly, without discrimination based on age, disability, gender, race, religion, or other protected characteristics. Care must be adapted to meet diverse needs, including cultural and religious preferences.
Mental Capacity Act 2005	Provides a framework for supporting individuals who may lack capacity to make decisions about their care. This includes the duty to make best interest decisions when necessary, while involving the service user as much as possible in the process.
Human Rights Act 1998	Ensures that service users' rights to life, freedom, privacy, and family life are respected. Person-centred and strength-based care must uphold these fundamental rights by fostering autonomy and independence.
Care Act 2014	Emphasises the importance of promoting individual well-being, including personal dignity, control over day-to-day life, and the individual’s contribution to society. The Act requires to provide care that recognises and supports each individual’s strengths and abilities.
Data Protection Act 2018 and UK General Data Protection Regulation (UK GDPR)	Governs the handling of personal data, including care plans and personal information. All data must be managed in a confidential and secure manner, with due regard to service users’ rights and preferences.

3. Definitions of Key Terms

Term	Definition
Person-Centred Care	An approach to care that places the individual at the centre of the decision-making process, recognising their unique needs, preferences, and strengths. Care is designed to support the person’s autonomy and involvement in their own care.
Strength-Based Approach	A model of care that focuses on an individual’s abilities, resources, and potential, rather than their deficits. This approach aims to empower service users by building on their strengths and promoting independence.
Dignity and Respect	Treating each individual with kindness, compassion, and respect for their personal preferences and identity. Dignity and respect are central to maintaining the service user’s sense of self-worth and value.
Best Interests Decision	A decision made on behalf of a person who lacks capacity, taking into account their past and present wishes, feelings, beliefs, and values. Best interests decisions must involve family members, professionals, and the person as much as possible.
Care Plan	A document outlining the agreed-upon goals, needs, and actions for a service user’s care. The care plan is developed in partnership with the service user and focuses on their strengths, preferences, and abilities.
Advocacy	Support provided to individuals to help them express their views, wishes, and preferences, especially when they may have difficulty doing so independently. Advocates ensure that the service user’s voice is heard and respected in decision-making processes.
Informed Consent	The process by which a service user gives permission for care or treatment after being fully informed about the options, risks, and benefits. Informed consent is central to ensuring person-centred care.
Empowerment	The process of enabling service users to take control of their care, make decisions, and contribute to their own well-being by recognising their strengths, preferences, and abilities.

4. Policy Statement

is committed to delivering care that is person-centred, strength-based, and focused on promoting the dignity, autonomy, and well-being of each individual. The purpose of this policy is to ensure that all service users receive care that is tailored to their unique needs, strengths, and preferences, in line with CQC regulations and best practices in adult social care.

This policy reflects ’s belief that every service user has the right to make decisions about their own care and to be supported in a way that promotes their independence and well-being. By adopting a strength-based approach, recognises and builds on the abilities and resources of each service user, rather than focusing solely on their limitations.

The person-centred and strength-based approach to care is central to promoting dignity and respect. It ensures that service users are active participants in their care, that their preferences are respected, and that they are supported to achieve their personal goals. Where a service user lacks capacity to make decisions, the principles of the Mental Capacity Act 2005 will be followed, ensuring that decisions are made in the service user’s best interests, while respecting their rights and preferences as much as possible.

All staff are expected to uphold the principles of person-centred and strength-based care in every aspect of their work, ensuring that service users are treated with dignity, respect, and compassion at all times. will provide ongoing training and support to staff to ensure that these principles are embedded in daily practice, and that care is delivered to the highest possible standard.

5. Roles and Responsibilities

Role	Responsibilities
Board of Directors	Ensure that has a comprehensive Person-Centred and Strength-Based Care Policy in place, and that sufficient resources are allocated for its implementation. Oversee compliance with legal and regulatory requirements and review the effectiveness of the policy annually.
Registered Manager	Implement the Person-Centred and Strength-Based Care Policy, ensure that all staff are aware of and adhere to the policy, and conduct regular audits to monitor compliance. Ensure that all service users have personalised care plans that reflect their strengths, needs, and preferences.
Care Coordinators	Work closely with service users to develop and implement personalised care plans. Ensure that the service user’s strengths and preferences are central to the care planning process and that care is delivered in a person-centred and respectful manner.
All Staff	Understand and follow the procedures outlined in the policy, support service users in making informed decisions about their care, and recognise and build on the strengths and abilities of each service user. Participate in regular training to maintain and enhance skills in delivering person-centred and strength-based care.
Service Users and Families	Actively participate in the care planning process, providing input on the service user’s preferences, strengths, and goals. Communicate any changes in the service user’s needs or preferences to the care team.

6. Procedures

The procedures outlined in this section provide a structured approach for implementing person-centred and strength-based care at . These procedures ensure that each service user’s individual preferences, strengths, and values are identified, respected, and integrated into all aspects of care planning and service delivery. The procedures focus on assessment, care planning, communication, risk management, and continuous review to maintain a holistic, person-centred approach.

1. Person-Centred Care Assessment and Initial Planning

• Comprehensive Needs and Strengths Assessment: Conduct a holistic assessment for each service user upon admission to identify their strengths, needs, preferences, and aspirations. This assessment should be carried out within 48 hours of admission by a qualified staff member, such as a care coordinator or social worker, and must involve the service user and their family or representatives.
  • Document Personal Strengths and Abilities: Focus on identifying the service user’s strengths, such as skills in communication, mobility, daily living activities, and social engagement. Record these strengths in the care plan to ensure they are incorporated into daily activities and care routines.
  • Identify Goals and Preferences: Engage the service user in a discussion about their goals, aspirations, and preferences for care. This could include preferences related to daily routines, social activities, hobbies, and lifestyle choices. Ensure that these preferences are clearly documented and used to guide care delivery.
  • Risk Assessment and Management: Assess any potential risks related to the service user’s health, mobility, or behaviour, and develop strategies to manage these risks in a way that promotes the service user’s autonomy. Risk management plans should balance safety with the service user’s right to make choices and take reasonable risks.
  • Involving Families and Advocates: Where appropriate, involve the service user’s family members or advocates in the assessment process to gather a comprehensive understanding of the service user’s history, strengths, and needs. Ensure that their input is considered while respecting the service user’s wishes and confidentiality.

2. Personalised Care Planning and Goal Setting

• Developing the Personalised Care Plan: Create a personalised care plan for each service user based on the findings of the assessment. The care plan must:
  • Be Strength-Based: Emphasise the service user’s strengths, focusing on what they can do independently or with minimal support. Develop strategies to further build on these strengths, promoting skills development and self-reliance.
  • Incorporate Individual Preferences: Include the service user’s preferences for communication, daily routines, dietary choices, and social interactions. For example, if a service user prefers a specific bedtime routine or wishes to participate in community activities, this should be reflected in the care plan.
  • Set Realistic and Person-Centred Goals: Work with the service user to establish meaningful goals that align with their strengths and aspirations. Goals should be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) and reviewed regularly to track progress.
  • Use Positive Language: Ensure that the care plan uses positive, empowering language that highlights the service user’s abilities and potential. Avoid deficit-based language that focuses on limitations or weaknesses.
  • Review and Update Regularly: The care plan must be reviewed at least every six months or whenever there are significant changes in the service user’s health or circumstances. Involve the service user and their family in the review process, making changes to the plan as needed.

3. Implementing Person-Centred and Strength-Based Care in Daily Practice

• Daily Support and Engagement: Staff should support service users in a way that respects their autonomy and builds on their strengths. This includes:
  • Encouraging the service user to make choices about their daily routines, such as meal times, activities, and personal care routines.
  • Providing opportunities for service users to engage in meaningful activities that reflect their interests and skills, such as gardening, cooking, or arts and crafts.
  • Supporting independence by using assistive technologies, adaptive equipment, or tailored support strategies that enable the service user to complete tasks independently.
• Promoting Self-Determination and Choice: Ensure that service users have opportunities to make decisions about their care and lifestyle. This includes decisions related to health care, social activities, and living arrangements. Where the service user has limited capacity, support them to make decisions to the best of their ability, using communication aids or involving an advocate if needed.

4. Communication and Empowerment

• Using Person-Centred Communication Techniques: Staff must use person-centred communication techniques, such as active listening, open-ended questions, and non-verbal communication, to engage service users in discussions about their care and preferences.
  • Tailor communication strategies to the individual’s abilities, using visual aids, gestures, or communication devices if necessary.
  • Always address the service user by their preferred name and title and involve them in conversations about their care, rather than speaking to others about them.
• Empowering Service Users through Advocacy: Provide information and support to help service users access advocacy services if they need support in expressing their views or making decisions. This includes providing information about independent advocacy services and involving advocates in care planning meetings when requested.

5. Risk Management in a Strength-Based Framework

• Balancing Risk with Empowerment: Ensure that risk management strategies are developed in a way that does not undermine the service user’s autonomy or sense of control. Avoid overly restrictive practices and focus on enabling the service user to take reasonable risks as part of their growth and development.
  • For example, if a service user wishes to participate in a community activity that carries some risk, such as going for a walk alone, conduct a risk assessment and put in place support measures (e.g., a mobile phone or check-in system) rather than restricting their freedom.
  • Document risk management strategies clearly in the care plan, ensuring that they are person-centred and do not disproportionately limit the service user’s independence.

6. Record-Keeping and Documentation

• Documenting Care in a Person-Centred Manner: Ensure that all records, including assessments, care plans, and daily notes, reflect the principles of person-centred and strength-based care.
  • Use positive language that highlights the service user’s strengths and achievements.
  • Include the service user’s voice in the records, documenting their preferences, goals, and feedback.
  • Maintain confidentiality and ensure that all documentation is stored securely, in line with the Data Protection Act 2018 and UK GDPR.

7. Training and Development

Induction Training for New Staff

All new staff must receive comprehensive induction training on person-centred and strength-based care within their first month of employment. This training ensures that staff understand the principles and practice of delivering care that respects service users’ rights, strengths, and preferences. The training should provide a solid foundation for implementing person-centred approaches in daily care.

• Training Content:
  • Overview of the Person-Centred and Strength-Based Care Policy, including the legal and regulatory framework (e.g., CQC Regulation 9, the Care Act 2014).
  • Introduction to person-centred care principles, including the importance of dignity, respect, and choice in care delivery.
  • Detailed exploration of the strength-based approach, including strategies for identifying and building on service users’ strengths, promoting independence, and using positive language.
  • Practical scenarios and case studies to help staff apply person-centred and strength-based principles in real-world situations.

Ongoing Training and Professional Development

• Annual Refresher Training: All staff must complete annual refresher training on person-centred and strength-based care to ensure they remain up-to-date with best practices and any changes in guidance or regulations. Refresher training should include scenario-based exercises and practical demonstrations.
• Specialised Training for Key Roles: Staff in key roles, such as care coordinators and supervisors, must receive additional training on person-centred care planning, risk management, and supporting complex needs using a strength-based approach.
• Supervision and Mentoring: Supervisors and line managers must provide regular supervision and mentoring to support staff in implementing person-centred and strength-based care. This includes observing staff interactions, providing feedback, and facilitating reflective practice sessions.

Workshops and Peer Learning Sessions

Regular workshops and peer learning sessions will be held to provide staff with opportunities to discuss challenges, share best practices, and learn from case studies. These sessions should focus on enhancing understanding of person-centred and strength-based approaches, using real-life examples and interactive learning techniques.

• Guest Speakers and Professional Development: Invite guest speakers, such as experienced care practitioners or service users, to share their perspectives and insights on person-centred care.

By ensuring comprehensive training and development, aims to build a workforce that is skilled, confident, and committed to delivering care that respects and empowers every service user.

8. Monitoring and Review

Monitoring Compliance with the Person-Centred and Strength-Based Care Policy

Monitoring compliance with ’s Person-Centred and Strength-Based Care Policy is essential to ensure that all aspects of care delivery are aligned with the principles of person-centred practice and that the strengths, preferences, and needs of each service user are consistently respected and supported. Regular and systematic monitoring enables to assess the quality of care, identify areas for improvement, and ensure that staff are implementing the policy effectively in day-to-day practice. Monitoring processes must be designed to uphold the dignity, privacy, and autonomy of service users while ensuring high standards of care.

• Quarterly Person-Centred Care Audits: The Registered Manager, in collaboration with senior care staff and the quality assurance team, will conduct quarterly audits to evaluate compliance with the policy and the effectiveness of person-centred and strength-based practices across the service. These audits will include:
  • Review of Care Plans: Select a random sample of care plans to assess whether they reflect the individual’s strengths, preferences, and goals. Check that care plans are up-to-date, person-centred, and developed in partnership with the service user and their representatives.
  • Evaluation of Daily Care Records: Examine daily care records to ensure that staff are documenting care in a person-centred manner, using positive language that emphasises the service user’s abilities and preferences. Confirm that records include service user feedback and reflect their involvement in decision-making.
  • Observation of Care Delivery: Conduct observational audits to assess whether staff interactions with service users are respectful, empowering, and aligned with person-centred principles. Observe how staff engage service users in making choices, support their independence, and promote their strengths.
  • Feedback from Service Users and Families: Gather feedback from service users and their families through surveys, focus groups, or informal discussions. Assess whether they feel that care is tailored to their needs, that their preferences are respected, and that they are empowered to take an active role in their care.

After each audit, a comprehensive report will be prepared, outlining areas of compliance, areas for improvement, and any actions required. The findings will be shared with the management team and relevant staff members, and an action plan will be developed to address any identified issues.

• Monthly Reviews for High-Risk or Complex Cases: For service users with complex needs or high-risk care plans, conduct monthly reviews to ensure that care remains aligned with their preferences and strengths. This includes:
  • Revisiting Risk Management Plans: Review risk management plans to ensure they are person-centred and not overly restrictive. Confirm that they enable the service user to take reasonable risks and maintain as much autonomy as possible.
  • Assessing the Impact of Care Interventions: Evaluate the impact of any new interventions or changes to the care plan. Ensure that these interventions are supporting the service user’s strengths and enhancing their quality of life.

Evaluating the Effectiveness of the Policy

Evaluating the effectiveness of the Person-Centred and Strength-Based Care Policy involves assessing whether the policy is achieving its intended outcomes, such as promoting autonomy, enhancing well-being, and supporting service users to achieve their personal goals. The evaluation process will include both quantitative and qualitative measures to ensure a comprehensive understanding of the policy’s impact.

• Analysis of Care Outcomes: Gather and analyse data on service users’ care outcomes, including:
  • Achievement of Personal Goals: Track the extent to which service users are achieving the personal goals outlined in their care plans. Identify any barriers to achieving these goals and develop strategies to address them.
  • Incidence of Complaints and Concerns: Monitor the number and nature of complaints or concerns related to person-centred care. Analyse trends to identify any systemic issues or areas where care practices are not aligned with the policy.
  • Quality of Life Indicators: Use validated tools, such as quality of life scales, to assess the impact of care on service users’ overall well-being, social engagement, and satisfaction with the care provided.
• Feedback from Service Users and Staff: Regularly gather feedback from service users, families, and staff to evaluate their perspectives on the effectiveness of the policy. This feedback should focus on:
  • Service users’ experiences of autonomy and choice in their care.
  • Families’ views on how well the service is supporting the service user’s strengths and goals.
  • Staff experiences of implementing the policy, including any challenges or suggestions for improvement.

Policy Review and Updates

The Person-Centred and Strength-Based Care Policy will be formally reviewed at least annually, or sooner if there are significant changes in legislation, CQC guidance, or service needs. The review process will involve a comprehensive evaluation of all monitoring and feedback data, as well as consultation with service users, families, and staff to gather their perspectives on the policy’s effectiveness.

• Review Process: The formal review process will include:
  • Analysis of Audit and Evaluation Findings: Review findings from quarterly audits, monthly reviews for complex cases, and annual evaluations to identify strengths, areas for improvement, and potential risks.
  • Assessment of Legislative and Regulatory Changes: Ensure that the policy remains compliant with current legislation, including the Health and Social Care Act 2008, the Mental Capacity Act 2005, and CQC regulations.
  • Stakeholder Consultation: Consult with staff, service users, families, and external professionals (e.g., advocates, social workers) to gather input and recommendations for updating the policy.
• Documenting and Communicating Changes: Any changes to the policy will be documented in a formal policy update report, outlining the rationale for the changes, the impact on staff and service users, and the plan for implementation. All staff will be required to sign a confirmation of understanding following any major updates to the policy.
• Training on Policy Changes: Additional training or workshops will be provided to ensure that all staff are fully aware of any changes to the policy and understand how to implement them in practice.

Continuous Improvement

The findings from audits, evaluations, and policy reviews will be used to drive continuous improvement in ’s approach to person-centred and strength-based care. This may include updating the policy, refining procedures, enhancing training programmes, or investing in additional resources to support staff in delivering high-quality care.

• Action Planning and Implementation: Any identified areas for improvement will be addressed through a structured action plan, with clear timelines, assigned responsibilities, and monitoring mechanisms to track progress.
• Sharing Best Practices: Lessons learned and best practices identified through monitoring and review will be shared with all staff to promote a culture of continuous learning and improvement.

9. Reporting Concerns

Types of Concerns to Report

is committed to promoting a culture of openness, transparency, and accountability, where staff, service users, and families feel confident in raising concerns about the quality of person-centred and strength-based care without fear of retaliation. Concerns that should be reported under this policy include, but are not limited to:

• Failure to Follow Person-Centred Procedures: Any instance where staff do not follow the procedures outlined in the Person-Centred and Strength-Based Care Policy, such as failing to involve service users in care planning, not respecting service users’ preferences, or using restrictive practices without appropriate risk management strategies.
• Failure to Respect Service Users’ Rights and Preferences: Concerns about the adequacy of support for individual service users, such as not promoting their autonomy, not providing choices in daily routines, or not respecting their personal preferences and identity.
• Breach of Dignity and Respect: Any incident where a service user is not treated with dignity, respect, and compassion. This could include instances of staff speaking in a derogatory manner, using language that undermines the service user’s strengths, or failing to support them in making choices about their care.
• Concerns About Documentation and Communication: Any concerns about the accuracy, completeness, or tone of records related to person-centred care, such as care plans or daily notes that do not reflect the service user’s voice or that focus excessively on deficits rather than strengths.

Reporting Mechanisms

provides multiple channels for reporting concerns to ensure that all staff, service users, and families can raise issues in a way that is safe, confidential, and accessible.

• Verbal Reporting to Line Managers: Staff, service users, and families are encouraged to report concerns verbally to their line manager or the Registered Manager in the first instance. Managers receiving the report must document the concern and take appropriate action.
• Written Reporting: Concerns can also be documented using ’s internal incident or concern reporting form, which should be submitted to the Registered Manager or Care Coordinator. Written reports should include:
  • A detailed description of the concern.
  • The date and time of the incident (if applicable).
  • The names of any individuals involved or witnesses.
  • Any supporting evidence (e.g., emails, photographs, documentation).
• Anonymous Reporting: If individuals feel unable to report concerns through standard channels, they may use ’s anonymous reporting mechanism, such as an online reporting tool or a designated confidential suggestion box.