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DC180-Person-Centred Care Planning Policy (Adults, Children and Young People)

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Person-Centred Care Planning Policy (Adults, Children and Young People)

Purpose

The purpose of this policy is to ensure that all individuals receiving domiciliary care services – including both adults and children/young people – are provided with care and support tailored to their specific needs, preferences, and aspirations. {{org_field_name}} is committed to delivering high-quality, person-centred care that aligns with the requirements of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, particularly Regulation 9: Person-Centred Care, which mandates that each person receives appropriate care reflecting their needs and preferences. For adult service users, our approach also reflects the principles of the Care Act 2014 (involving individuals in assessment and planning). For children and young people, we adhere to the Children Act 1989 and 2004, ensuring the child’s welfare is paramount and their views are considered in care planning. We achieve our aims by fostering a culture of respect, dignity, and collaboration, ensuring that each service user (or their family/representative) is actively involved in care planning and decision-making.

Scope

This policy applies to all staff, including care workers, supervisors, managers, and any other personnel involved in the assessment, planning, delivery, or review of care for service users within our domiciliary care service. It covers services provided to adults as well as children and young people (0–18 years) in their own homes and in community settings (such as parks, leisure centres, libraries, youth groups, places of worship, clinics, and during travel). {{org_field_name}} ensures that team members are fully trained and equipped to deliver care that respects individual needs and promotes independence, well-being, and safety in all environments. All staff are expected to follow this policy and the specific procedures for adults or children/young people as appropriate to the service user they support.

Principles of Person-Centred Care

{{org_field_name}} places the service user at the heart of our care delivery. We believe each person is unique and deserves care that reflects their personal history, values, and lifestyle choices. We work closely with service users, their families, and other professionals to develop care plans that truly reflect individual needs and goals. We ensure that every care plan promotes choice, control, dignity, independence, and collaboration. In practice, this means our care workers engage in meaningful conversations, actively listen to service users, and empower them to make informed decisions about their care. We strive to ensure each care plan holistically addresses the person’s physical, mental, emotional, and social needs (including any protected characteristics), capturing their personal history, preferences, interests, and aspirations so that they have as much choice and control as possible.

For children and young people, we additionally recognize that their well-being and development are paramount. We uphold the principle that the child’s welfare is the first consideration, and we seek the views and feelings of the child in an age-appropriate manner during planning, in line with the Children Act 1989/2004 which requires due regard to a child’s wishes when determining services. We work in partnership with families to ensure that care plans for children are not only person-centred but also family-centred, supporting the child within the context of their family, school, and community life.

Person-Centred Care Planning for Adults

Assessment of Needs (Adults)

Upon commencement of care for an adult service user, {{org_field_name}} conducts a comprehensive assessment of needs. This involves gathering detailed information about the individual’s medical history, health conditions, personal preferences, daily routine, lifestyle, social connections, and specific care/support requirements. We carry out assessments in a supportive, inclusive manner – the service user (and, if they wish, their family or representative) is encouraged to fully participate in identifying their needs and what is important to them. Our assessors use a strengths-based approach, which means we look for the individual’s abilities and what they can do, so we can maintain and build independence where possible, while also determining where support is necessary. This collaborative assessment process helps ensure that resulting care plans will meet each person’s needs and preferences, as required under Regulation 9.

Development of Care Plans (Adults)

Each adult’s care plan is developed collaboratively with the service user and, if the person agrees, their family members or other key professionals involved in their care. The care plan is highly personalized and detailed – it includes the person’s own goals (short and long-term), daily routines and schedules, specific support needs for personal care or health tasks, medication management, dietary requirements, communication needs, and any agreed strategies for managing risks or emergencies. We ensure the plan reflects what matters most to the individual (for example, preferred times for tasks, choice of clothing, meal preferences, religious or cultural practices, hobbies, and social activities). By involving the individual at every step, we fulfill the requirement that care be appropriate to each person and reflective of their preferences. All care plans are documented in plain language (avoiding jargon) so that they are easy to understand; where helpful, we use visuals or other formats to aid understanding.

Care plans for adults are considered living documents – they are reviewed regularly and updated promptly if the person’s needs or wishes change. At a minimum, we formally review each care plan at least annually, but in practice reviews occur sooner if a change in health or circumstances necessitates it. In these reviews, the service user’s feedback is central: we ask what is working well or not, and what they would like to adjust. Family members or advocates and any relevant professionals (such as a nurse or social worker) are invited to partake in review meetings with the consent of the service user. This ongoing review process ensures the care plan remains responsive to the person’s evolving needs and aspirations over time.

Implementation of Care Plans (Adults)

Our care staff are trained and expected to follow the written care plan closely to provide consistent, reliable support. However, we also encourage a degree of flexibility – staff respond to the service user’s immediate needs and requests on a given day, even if those differ from the routine, provided it remains safe to do so. We promote the adult’s active role in their own care: wherever possible, care workers will enable and assist rather than “do for” – for example, supporting someone to wash or dress themselves if they can do so with a bit of help, thereby promoting independence and self-care. Staff approach each interaction with respect and patience, allowing the person to maintain control over how their care is delivered.

Care workers are trained to be observant and to record any changes in the service user’s health, abilities, or mood. If staff notice a concern (such as a decline in mobility, a change in appetite, or a new preference expressed by the person), they will take appropriate action – this may include updating the care plan, informing family or supervisors, or contacting healthcare professionals if needed. By remaining vigilant and responsive, our team ensures that any emerging needs are addressed swiftly, and the care continues to reflect the individual’s current situation.

Monitoring and Review (Adults)

Regular review is an essential part of our person-centred approach for adults. As noted, we hold scheduled care plan reviews at least annually (and sooner after any significant change). During a review, we encourage open feedback from the service user about their satisfaction with the care and any new goals or changes they want to incorporate. We also gather input from family (with permission) and from staff who support the person, as well as any professionals involved (for instance, input from a therapist about progress toward rehabilitation goals).

When reviewing, we check each element of the care plan: Are the support tasks still needed in the same way? Are there new risks to consider or has something become easier for the person? We celebrate achievements (such as increased independence in a task) and update goals to continually reflect the person’s aspirations. Any changes agreed in the review are documented clearly. We update the care plan document and promptly communicate these changes to all relevant staff, so everyone knows about the new instructions or objectives. If needed, additional training or guidance is given to staff to implement updates. This dynamic cycle of plan, do, review ensures the care remains effective and personalized, and it demonstrates our compliance with CQC’s expectation that services be responsive to people’s needs over time.

Person-Centred Care Planning for Children and Young People

Providing person-centred care to children and young people requires special consideration of their developmental stage, safety, and the involvement of parents or guardians. All procedures for adult care planning described above are adapted to be age-appropriate and in line with child-specific legislation and guidance. We ensure that care plans for children are centred on the child or young person’s best interests, with a focus on enabling them to grow, learn, and thrive safely in their home and community.

Assessment of Needs (Children/Young People)

When taking on a child or young person (anyone under 18) for services, {{org_field_name}} conducts a thorough assessment that involves both the child (as appropriate to their age and understanding) and their parent(s) or legal guardian. We gather comprehensive information about the child’s health conditions or disabilities, medication, daily routines (including school or nursery routines, if applicable), likes and dislikes, communication abilities (for example, if they use non-verbal communication or specific communication aids), and any special educational needs or behavioral support needs. The assessment also covers the family’s goals for the child’s care and development, and any cultural or religious practices important to the family.

Our assessors take care to create a child-friendly assessment process – this may include meeting the child in a familiar environment, using play or visuals to help communication, and taking time to build trust. We want to hear the voice of the child: even very young children can often express preferences (such as which toys they like or who they are comfortable with). Older children and teenagers are actively encouraged to share their views, hopes, and concerns. We ensure the child’s views are given due weight according to their age and maturity, consistent with legal principles (Children Act 1989/2004) that emphasize listening to children’s wishes.

During assessment, we also consider any safeguarding or health and safety issues specific to the child. For example, if care will be provided outside the home (community outings or travel), we assess potential risks in those settings and how to mitigate them (such as ensuring appropriate car seats, supervising the child closely in public, etc.). Our goal is to get a full picture of the child’s needs and circumstances in order to craft a care plan that supports not only their personal care and health, but also their development, education, and social well-being.

Development of Care Plans (Children/Young People)

Each child or young person receiving care will have an individualized care plan developed with their family and, wherever possible, with the young person. For infants or very young children, the parents/guardians’ input is paramount in identifying the child’s needs and routines. For older children, we also incorporate the child’s own views and encourage them to take part in planning discussions at a level they are comfortable with.

The care plan for a child includes all necessary details about providing personal care and support. This covers daily routines such as morning and bedtime routines, bathing, dressing, meals and feeding (including any nutritional needs or feeding techniques if the child has difficulties eating), mobility assistance (use of equipment, strollers or wheelchairs if needed), medication schedules, and any therapeutic exercises or activities (for example, if a child has physiotherapy or speech therapy exercises to continue at home). Importantly, the plan also addresses the child’s educational and social activities – for example, attendance at school or daycare, homework routines, playtime, and community activities like going to youth groups or playgrounds. We ensure that the care plan supports the child’s participation in age-appropriate activities and inclusion in the community.

All care plans for children are developed in alignment with the principle of acting in the child’s best interests. Parents or guardians must give consent and agreement to the plan, and we document this consent. We recognize that parents are the primary decision-makers for their child’s care (unless the young person is assessed as capable of making specific decisions themselves, as discussed under Consent below). Thus, the plan is agreed and signed off by the parents/guardians (and the young person if appropriate). We encourage a team approach – for instance, if the child has input from healthcare providers, teachers, or social workers, we try to incorporate their recommendations into one coherent plan. This collaborative planning ensures continuity between our domiciliary care service and other services involved in the child’s life.

The care plan will also include any behavior support or safeguarding measures if relevant (for example, strategies for managing challenging behavior in a positive, non-restrictive way, or guidelines for safe handling and personal boundaries appropriate to the child’s age). Emergency procedures are clearly outlined (e.g. what to do if the child has a medical emergency, whom to contact if a parent is unavailable, etc.). We use clear, plain language in writing the plan, and we can create child-friendly summaries or use pictorial formats to help explain the plan to the child, so they can understand aspects of their care in a way that suits their age.

Just as with adults, these care plans for children are not static – they are subject to regular review and update to remain responsive to the child’s growth and development.

Implementation of Care Plans (Children/Young People)

Our care staff follow the child’s care plan closely to provide consistent and safe care, while being attentive to the child’s immediate needs and feelings each day. Supporting a child requires sensitivity and a nurturing approach: care workers strive to build a trusting relationship with the child and family. They use age-appropriate communication – for example, using simple language, visual cues, or a friendly tone of voice – to explain what they are doing and to help the child feel comfortable. Whenever possible, we turn care activities into a positive experience (for instance, singing a song or playing a game during a personal care task) so that the child is engaged and not frightened.

Parents and guardians are encouraged to be as involved as they wish in the daily care routine. Some families may want to participate or observe certain care activities, especially at the start, to ensure they are satisfied with how care is delivered. Our staff respect the family’s role and expertise regarding their child. We maintain open communication with parents: care workers will inform the parent about how the child’s time with the carer went, any activities completed, and any issues that arose. If the care takes place outside the home (like accompanying the child to a community activity or on transport), staff take all precautions to keep the child safe (e.g. holding the child’s hand in public, using safety harnesses in vehicles, etc.) and to ensure the child enjoys the outing.

Care workers supporting children receive specific training in child safeguarding and are vigilant for any signs that a child may be at risk of harm. If any concerns arise, they know to report these immediately (as detailed in the Safeguarding section below). Additionally, if staff notice changes in the child’s behavior, mood, or health (for example, a child becoming unusually withdrawn, or showing new symptoms), they will promptly communicate this to the parents and to their manager so that appropriate action can be taken. Our staff approach the care with patience and kindness, understanding that children – especially those with complex needs – may have good days and bad days, and plans might need gentle flexibility (like allowing extra time for an activity or adapting an approach to soothe a distressed child). Throughout care delivery, the child’s comfort, dignity, and safety are our top priorities.

Monitoring and Review (Children/Young People)

Children’s needs and abilities change as they grow, sometimes rapidly, so regular review of their care plan is especially important. We review each child/young person’s care plan at least annually, and in many cases more frequently – for example, we often conduct reviews every 6 months for children, or at key transition points (such as when a child starts school, becomes a teenager, etc.). Of course, any significant change in the child’s health or family situation will trigger an immediate review as well.

Reviews for children involve the parents/guardians and, whenever appropriate, the child. We may adapt the format of review meetings to be family-friendly: some families prefer a home-based review meeting where the child is comfortable, and for older children we may give them the opportunity to attend part of the meeting or to share their feedback in advance (like drawing a picture or writing down what they like or don’t like about the care). We also invite input from other professionals involved in the child’s care (such as their social worker, teacher, or therapist) with the family’s permission, so that the care plan can dovetail with other plans like Education, Health and Care Plans (EHCPs) or medical care plans the child has.

In the review, we discuss what is working well and identify any new needs. Because children develop new skills over time, we look for opportunities to adjust the care plan to encourage greater independence and learning. For example, if a child has learned to perform a task with less assistance, we will update the plan to reflect that new ability. We also ensure the plan grows with the child’s interests – for instance, adding new community activities as they get older or adjusting bedtime routines as the child matures. Any changes agreed are documented and the care plan is updated. Staff are briefed on updates and given any additional training required to support the child under the new plan.

This iterative review process ensures that care for children remains effective and child-centred. It also provides a forum for families to raise any concerns or requests. We treat parents as key partners; their feedback is valued and is used to improve our service. By continuously adapting to the child’s development and the family’s feedback, we demonstrate that our care is responsive and aligned with best practices in children’s services.

Transition to Adult Services

Transition planning is a critical part of care for older children approaching adulthood. When a young person using our service is nearing the age where they will move from children’s services to adult services (typically around 17½ to 18 years old), we begin a structured transition process. The aim is to ensure continuity of care and a smooth, positive experience as the individual becomes an adult in the care system.

{{org_field_name}} will work closely with the young person, their family, and any relevant external services (such as adult social care services, healthcare providers, or educators) to develop a coordinated transition plan. In line with best practice and NICE guidelines, children’s and adults’ services should collaborate with the young person and their family to create a plan that meets the young person’s individual needs during and after the transfer to adult care. We usually start planning well in advance – often by the time the individual is 16 or 17 – to give plenty of time to prepare for any changes.

The transition plan will clearly set out what will change when the person turns 18 (or when they move to adult service criteria). For example, it will detail whether {{org_field_name}} will continue providing their care under adult services registration, or if a handover to a different adult care provider or team will occur. It lists all the services involved (for instance, adult social worker, adult healthcare teams) and includes a timeline of key steps. We ensure the young person and their family understand which professionals will be involved going forward and how to contact them. The plan also addresses the young person’s goals for adulthood – such as pursuing further education, employment, or new living arrangements – and what support they will need to achieve those goals. We include the young person’s own views and choices; in fact, the plan is agreed with them and their family, and we include a section for their comments and preferences.

A designated staff member (for example, a key worker or the registered manager) will usually coordinate the transition process. This involves arranging joint meetings where both children’s service representatives and adult service representatives are present along with the family. In these meetings, we discuss and record any specific requirements to ensure nothing is overlooked – for instance, making sure that by the 18th birthday, funding and eligibility assessments for adult social care are completed, or that healthcare plans are transferred appropriately. If the young person consents, we share copies of their care documentation with the adult services to avoid them having to repeat their story. We also address any anxieties the young person may have about the new setting and, if possible, we facilitate introductions or visits to new adult service providers before the transfer.

Throughout the transition, we encourage the young person to take an active role in decision-making, reflecting their growing autonomy. At the same time, we recognize this can be a challenging period for them and their family, so we provide support, information, and reassurance. By planning early and coordinating between children’s and adult teams, we aim for the young person to experience continuity of care – for example, ideally retaining some of the same caregivers or routines if appropriate, or having a gradual handover rather than an abrupt change. Our approach to transitions aligns with CQC expectations and NICE quality standards that emphasize coordinated planning and involvement to ensure the young person and their family are satisfied with how their move to adult services is managed.

Successful transition is marked by the young person (and family) understanding what to expect, knowing who their contacts are in adult services, and having confidence that their needs will continue to be met in a person-centred way as they enter adulthood. We document the transition process and include the transition plan as part of the young person’s records, so there is clear evidence of the steps taken to secure ongoing, person-centred support.

Consent and Decision-Making

Respecting the autonomy and rights of service users to make their own decisions is a core principle in our care planning. {{org_field_name}} obtains explicit, informed consent from the service user for all care and support provided, unless the person is unable to give consent. This approach is in line with CQC Regulation 11: Need for Consent, which requires that care and treatment are provided only with the consent of the individual or their lawful representative.

For adult service users who have capacity, we explain the care plan and each intervention to them and seek their agreement. We encourage adults to be actively involved in choices about daily care (for example, choosing what to wear or what to eat) and about broader decisions (such as what goals to set in their care plan). Consent is not a one-time event – we treat it as an ongoing process. This means staff will confirm consent as they go about providing care (e.g. asking “Is it okay if I assist you with your bath now?” each time) and will respect if a person changes their mind or refuses an aspect of care. If a service user is hesitant or declines a certain care task, we do not force it; instead, we explore their concerns, adjust the approach if possible, or try again later, and we inform our supervisor to see if the care plan needs revision.

If an adult lacks capacity to make specific decisions about their care due to conditions such as dementia, learning disability, or brain injury, we follow the framework of the Mental Capacity Act 2005. This involves an assessment of capacity and, if the person is assessed as not having capacity for the decision at hand, any decision is made in the person’s best interests. We involve family members, friends, or advocates in best interest decision-making meetings, and we consider the person’s past and present wishes, feelings, values, and beliefs. For significant decisions, we document the process carefully (who was consulted, what options were considered, and why the final decision is judged to be in the person’s best interests). We never assume incapacity based on age, appearance, or diagnosis alone – capacity is decision-specific and may fluctuate. Staff receive training on the Mental Capacity Act and know how to apply its principles (e.g. giving appropriate support to help someone make their own decision whenever possible, such as using simple language or visual prompts, in line with Reg 11 guidance). If an adult has a legally appointed representative (like a Lasting Power of Attorney or court-appointed deputy), we work with that representative in obtaining consent or decisions as required by law.

For children and young people, the concept of consent and decision-making is handled differently due to their age. Generally, a person with parental responsibility (usually a parent or legal guardian) must give consent for the care and treatment of a child under 16. We always seek and document parental consent for the services we provide to a child. However, we also believe in involving children in decisions about their care to the extent that they are able. We take into account the child’s preferences in daily matters (for example, which toy to hold during a care activity, or choosing an outfit if age-appropriate) to give them a sense of control and participation.

If a young person is 16 or 17 years old, the law in England presumes they have capacity to consent to their own treatment, and the Mental Capacity Act 2005 applies to them in the same way as it does for adults. In our practice, we will typically involve 16-17-year-olds directly in consenting to their care and respect their decisions, while also usually keeping parents informed and involved (unless there is a compelling reason not to). For significant decisions affecting a 16-17-year-old who lacks capacity, best interest processes (under MCA) will be used just as with adults.

For children under 16, we apply the principle of Gillick competence when relevant. Gillick competence refers to the legal standard that a child under 16 may give valid consent to certain interventions if they have sufficient understanding and intelligence to fully comprehend the proposed intervention and its implications. In other words, if a child under 16 is assessed to be Gillick competent for a particular decision, they can consent to that aspect of their care without parental permission (although parents would ideally still be involved unless the child specifically wishes to make a confidential decision, which is more common in healthcare settings like contraceptive advice). In our domiciliary care context, Gillick competence might rarely be tested, but an example could be a 15-year-old who is capable of deciding and consenting to a certain routine or refusing a certain element of care. We would evaluate, with appropriate professional judgment, the young person’s maturity and understanding of the consequences, in line with Gillick guidelines. If they are found competent for that decision, we would respect their wishes. We always encourage open communication between children and their parents – if a child under 16 expresses a wish or decision, we would, whenever appropriate, discuss it with the family in the child’s presence to come to a mutual agreement that respects the child’s autonomy while keeping them safe.

In all cases with children, the child’s safety and best interests remain paramount. A child’s decision or a parent’s decision cannot override the child’s basic safety. For instance, if a child (or their parent) were to refuse an essential aspect of care in a way that could cause harm, we would not simply acquiesce – we would seek to resolve the issue through discussion, and if needed involve relevant authorities. Fortunately, such situations are rare in domiciliary care, but staff are trained to recognize when they must escalate a situation (e.g., involve social services if a refusal of care constitutes neglect).

To summarize, our consent process is robust and compliant with regulations: we obtain lawful consent before providing care, we document consents, and we have policies to handle situations of refused consent. Staff understand the importance of consent as an expression of the person’s rights and we uphold those rights at all times. This commitment to consent not only meets regulatory standards but also builds trust with our service users and their families, as they know their wishes direct the care we provide.

Safeguarding and Risk Management

The safety and well-being of our service users is our top priority. {{org_field_name}} maintains a zero-tolerance approach to any form of abuse, neglect, or improper treatment. We are fully committed to CQC Regulation 13: Safeguarding service users from abuse and improper treatment, which is intended to protect people using services from suffering harm. To meet this commitment, we have robust procedures in place to prevent abuse and to respond immediately if abuse is suspected or occurs.

Risk assessments are an integral part of every care plan. For each service user, we identify potential hazards in their care – these can include environmental risks (like trip hazards in the home), health risks (such as risk of falls, skin breakdown, choking, seizures, etc.), behavioral risks, or risks during activities (like going out into the community). We work with the service user (and family, if applicable) to understand and mitigate these risks. The care plan documents the identified risks and outlines clear mitigation strategies. Examples might be: specifying safe moving and handling techniques for a person with mobility issues, setting staff ratio or supervision levels for a child in the community, using assistive devices or alarm systems for someone at risk of falls, or behavioral support plans to safely manage challenging behavior. We aim to strike the right balance – supporting individuals to do what they want to do and live their lives, but with sensible measures to keep them safe. We regularly review risk assessments and update them whenever circumstances change.

Our care staff are trained to be vigilant and to recognize signs of possible abuse or neglect. Abuse can take many forms – physical, emotional, financial, sexual, discriminatory, institutional, or neglect. Improper treatment can also include using inappropriate restraint or depriving someone of their liberty without authorization. Staff learn to spot indicators (for example, unexplained bruises, a service user becoming unusually withdrawn or fearful, signs of neglect in the home, or a child exhibiting signs of distress) and are instructed that they must report any concerns immediately, following our safeguarding reporting procedure. We have an open culture where raising concerns is encouraged and whistleblowing is supported.

When a safeguarding concern is reported, {{org_field_name}} will take prompt and appropriate action. This includes ensuring the immediate safety of the service user (for instance, removing them from a harmful situation or seeking medical attention if needed), and then reporting to the relevant authorities. For adults, we follow the local Safeguarding Adults Board procedures – typically contacting the local authority adult safeguarding team to report the concern. For children, we follow child protection procedures in line with Working Together to Safeguard Children guidance, which usually means contacting the local authority Children’s Services or Multi-Agency Safeguarding Hub (MASH) without delay. We will also notify CQC of any safeguarding incidents as per regulatory requirements.

Internally, any allegation or evidence of abuse involving our staff triggers an investigation led by the Registered Manager (or other designated safeguarding lead). We will cooperate fully with external investigators (like social services or police) and take immediate steps such as suspending staff from duties if they are accused of harming a service user, pending investigation. We ensure that outcomes of investigations lead to appropriate actions – which could include staff disciplinary action, additional training, changes in procedures, or in some cases reviewing whether we can continue to meet that service user’s needs safely.

In delivering care, we also guard against improper treatment in subtler forms. For example, treating people with dignity and respect at all times (Regulation 10) is non-negotiable: our staff must not shout at, ridicule, or ignore a person in our care. We prohibit any form of degrading treatment. We also ensure that any use of restraint or restrictive intervention is only ever as a last resort and only if absolutely necessary to prevent harm, and even then, it must be proportionate and legally compliant. (In practice, in domiciliary care, restraint is rarely needed; more common is gentle guidance or de-escalation for a confused or distressed person. Any planned intervention of that sort would be documented in the care plan with consent and best interests consideration).

For children and young people, safeguarding is particularly critical. Our staff working with children undergo child protection training tailored to understanding risks to children (including signs of child abuse, exploitation, or neglect). They are taught about specific child safeguarding issues like grooming, online safety (if relevant), county lines exploitation, etc., so that they remain alert even to less obvious dangers a young person might face. If a child makes a disclosure or if we suspect a child is being harmed (whether by someone in our organization, a family member, or anyone else), we respond in line with local child protection procedures – that means listening, reassuring the child, and immediately involving the appropriate authorities. We also follow the principle of information sharing on a need-to-know basis for protection: we will share relevant safeguarding information with social services, police, or healthcare as required by law and guidance, even if it means overriding usual confidentiality, because protecting the child from harm comes first.

Overall, our approach to safeguarding and risk management is proactive and embedded in daily practice. We create a safe and open environment where service users (including children) and staff feel comfortable to voice any concerns. Service users are regularly asked if they feel safe and if they are happy with their care. We inform all service users (and families) about how they can raise concerns or complaints (see next section) and encourage them to speak up if anything is worrying them. This open communication is part of preventing abuse – we want any small issues to be caught and addressed before they grow.

By adhering to these rigorous safeguarding standards and by having effective systems (like training, risk assessment, reporting protocols) in place, {{org_field_name}} ensures compliance with regulatory requirements and, most importantly, provides a service where people feel safe and are protected from harm. We continuously evaluate our safeguarding practices through audits and reflective debriefs of any incidents, always seeking to improve our safeguards. Our commitment to safety and zero tolerance of abuse is unequivocal and underpins all person-centred care planning activities.

Staff Training and Competence

Delivering high-quality, person-centred care requires that our staff have the right skills, knowledge, and attitude. {{org_field_name}} invests in comprehensive training and ongoing professional development for all employees involved in care delivery. We want our team to feel confident and competent in implementing this Person-Centred Care Planning Policy and in meeting the diverse needs of adults and children/young people we support.

Induction and Core Training: All new care staff undergo an induction program which covers the fundamental standards of care, including person-centred values (such as dignity, respect, choice, rights, and independence), effective communication techniques, equality and diversity, and an overview of relevant laws and regulations (e.g. the Health and Social Care Act regulations, the Mental Capacity Act, Children Act basics, and safeguarding duties). They also are introduced to our internal policies on care planning, consent, and record-keeping. As part of induction, we often use shadowing – new staff will shadow experienced staff to observe how care plans are used in practice and how person-centred care is delivered in real scenarios.

Person-Centred Care Planning Training: We provide specific training on how to conduct or contribute to assessments and care plans in a person-centred way. This training emphasizes truly listening to service users and families, using strength-based approaches, and creative care planning (seeing the whole person, not just a list of tasks). Staff learn how to write care plan notes that reflect the individual’s voice and preferences. We highlight the importance of involving the person (or family) at every step, which ties directly to meeting Regulation 9 (Person-Centred Care) in daily practice.

Communication Skills: Because effective care planning and delivery hinge on good communication, our staff training covers communication skills extensively. This includes learning how to communicate with people who may have communication difficulties: for example, using simple language, visual aids, or communication devices; learning basic sign language or Makaton if needed; and techniques for communicating with people who have dementia or who are non-verbal. Staff are also trained in active listening and empathy, so they can better understand what service users are conveying (both through words and behavior) and adjust care accordingly.

Training for Work with Children: Staff who will be caring for children and young people receive additional specialized training. This covers child development stages (so they understand what is normal for certain ages and what interventions might be appropriate), pediatric first aid, and managing care routines for children (like safe assisting with feeding a baby or child, managing bedtime routines for children, etc.). We train them in using play and positive reinforcement to engage children, and how to provide care in a way that is friendly and non-threatening to a child. Child safeguarding training is mandatory for all children’s care staff (as discussed in Safeguarding section), including understanding how to act on any concerns about a child’s welfare. We also ensure staff understand the legal differences when working with minors (like parental responsibility and consent issues, Gillick competence concept, and the paramountcy of the child’s welfare). By equipping our staff with this knowledge, we ensure that children’s care is delivered safely and appropriately.

Safeguarding and Health & Safety Training: All staff must complete regular safeguarding training (adult safeguarding and child safeguarding as relevant to their role). They are also trained in areas of health and safety such as infection control, safe moving and handling of people, administering medication safely (if their role includes medication support), food hygiene (if preparing meals), and basic life support/first aid. For any specific medical tasks that staff might need to do (for example, managing a peg feed, catheter care, supporting physiotherapy exercises), we arrange targeted training often in collaboration with healthcare professionals. We do not permit staff to carry out specialized tasks unless they have been trained and deemed competent in those tasks.

Record Keeping and Confidentiality: Staff receive guidance on proper record-keeping practices – this includes how to write daily notes objectively and clearly, how to update care plan documents when authorized, and how to maintain confidentiality of records. We train them on data protection principles and our policies for handling personal information. (For instance, not leaving documents lying around, using secure digital systems if applicable, and only sharing information with those who have a right to know.) This training ties into Regulation 17 (Good Governance), which requires accurate and secure record maintenance.

Ongoing Development and Support: Training at {{org_field_name}} is not a one-off event at induction – it’s an ongoing process. We hold refresher training sessions annually or as required by changes in law (for example, if there’s a new regulation or an update in safeguarding procedures, we will brief and train staff accordingly). We also encourage staff to pursue further qualifications, such as diplomas in health and social care. The Registered Manager or Training Coordinator keeps a training matrix to ensure every staff member’s training is up to date.

We conduct supervisions and appraisals where staff can reflect on their practice and identify any learning needs. For example, if during an observation we notice a care worker could improve in involving a service user more in decisions, we will address that in supervision and perhaps arrange a mentorship or additional workshop on person-centred approaches. Similarly, if a staff member will be taking on a new client with particular needs (say, a child with autism), we might provide or arrange specialized training on autism awareness and strategies, to prepare the staff member.

Our aim is to cultivate a well-trained, compassionate workforce who not only meet the mandatory requirements but truly embrace person-centred values. By investing in our staff’s competence, we ensure better outcomes for service users and maintain high standards that comply with CQC’s expectations (notably, a well-trained staff team contributes to the Effective and Well-led key lines of enquiry outcomes). Families and service users can have confidence that the people caring for them have the knowledge and skills to do so safely, respectfully, and effectively.

Record Keeping and Confidentiality

Accurate and confidential record-keeping is essential to delivering safe, effective, and continuous care. {{org_field_name}} maintains rigorous standards for documenting care and for protecting personal information, in line with CQC Regulation 17: Good Governance which includes requirements for secure, accurate record maintenance, as well as data protection laws (Data Protection Act 2018 and UK GDPR).

Care Records: For each service user, we create and maintain a comprehensive care file (which may be in paper format, electronic, or a combination, as per our system). This file includes the initial assessment, the current care plan, risk assessments, consent forms, daily visit logs/notes, incident reports (if any), review documents, and any correspondence or referrals related to the person’s care. We ensure that records are contemporaneous – meaning staff write their entries (daily notes, etc.) as close in time as possible to the events they are describing, typically immediately after a care visit or task. This ensures accuracy and reliability of information.

Staff are trained to write clear, objective, and detailed daily notes each time they provide care. A good daily note will include what care was provided (e.g. “assisted with showering and dressing”), how the service user was (mood, appetite, any health observations), any choices the person made (“client chose to wear the blue shirt today”), any refusals or changes (“client declined a walk today due to feeling tired”), and any noteworthy incidents or outcomes. If the service user or family gives any feedback or raises a concern during the visit, that is recorded and communicated to the office promptly. These notes form an important part of the ongoing assessment of needs and are regularly reviewed by supervisors to ensure the care plan is being followed and remains appropriate.

Accuracy and Completeness: We expect records to be thorough and complete. For instance, if a medication is given by our staff, they must record it on the Medication Administration Record (MAR) accurately at the time of administration. If an event occurs, like a fall or a medical emergency, staff fill out an incident form with full details of what happened, actions taken, and outcomes. Keeping complete records is not just bureaucracy – it directly affects continuity of care (the next caregiver needs to know what happened earlier) and it provides transparency and accountability for our service. Regulation 17 specifically requires that records include an accurate record of all decisions taken in relation to care and treatment, and that they reference discussions with the service user or their representative. In practice, this means we document consent discussions, any changes to care that were agreed in conversation with the person or family, and so on, so that the record shows the person’s involvement and our decision-making trail.

Confidentiality: Protecting our service users’ personal and sensitive information is paramount. All staff sign confidentiality agreements and are instructed in the importance of not sharing information inappropriately. Personal care records are kept securely – paper files are stored in locked cabinets accessible only to authorized staff, and electronic records (if used) are password-protected and encrypted. We follow the principle of need-to-know: only those individuals who need information to provide care (or manage the service) have access to it. For example, a care worker will have access to their client’s care plan and related info, but not necessarily to other clients’ information. If we use electronic care planning systems, each user has their own login and access is controlled by role.

We also educate staff on practical confidentiality measures: not discussing service users by name in public or on social media, ensuring that when they hand over information (say, between shifts or to other professionals) they do so in a private manner, and reporting any data breaches immediately.

When sharing information with external parties, we do so in line with consent and safeguarding requirements. Generally, we seek the service user’s (or family’s) consent before sharing their information with others (e.g., sending a care summary to a new doctor). There are some exceptions, primarily related to safety: if there’s a safeguarding concern or emergency medical situation, we will share necessary information with the appropriate authorities or healthcare providers even without consent, as allowed by law, but we document the rationale for this.

Service users (or their legal representatives) have the right to access their own care records. We facilitate any requests to see records in accordance with data protection law. If a service user points out an inaccuracy in their records or requests an amendment, we will address this – either by making a factual correction (if something was recorded incorrectly) or by noting their differing perspective, while ensuring the record remains an accurate reflection of care.

We also adhere to record retention policies as required by regulators and legislation. Records are kept for the required period even after a service user stops receiving service, and then disposed of securely (shredding or permanent deletion) when no longer needed.

By keeping meticulous records that are up-to-date and securely managed, {{org_field_name}} not only complies with regulatory standards but also ensures that every staff member has the information they need to provide consistent, person-centred care. Good record-keeping supports good care: it means everyone is on the same page regarding the person’s needs and preferences, and it provides evidence of the care we have delivered and the decisions we have made in partnership with the service user. It also contributes to our Good Governance as the management team uses these records to audit care quality, identify patterns (like frequent health issues or incidents that might need a change in approach), and demonstrate outcomes to inspectors or commissioners.

In summary, our approach to record keeping and confidentiality is one of diligence, accuracy, and respect for privacy, thereby underpinning the trust that service users place in us when they share their personal lives and information.

Complaints and Feedback

{{org_field_name}} values feedback from service users, their families, and our staff as a vital source of learning and improvement. We are committed to creating an environment where concerns and complaints are welcomed and addressed promptly, rather than discouraged. This is in line with CQC Regulation 16: Receiving and Acting on Complaints, which expects providers to have an effective and accessible system for handling complaints and to investigate and act on issues identified.

Transparent Complaints Procedure: We have a clear complaints procedure that is explained to all service users and their representatives at the start of service (and available in written form, and alternative formats or languages if needed). For children, we present the information in a child-friendly way wherever possible (for example, using simple language or a “Tell us if you are unhappy” form with smiley/sad faces for younger kids), and ensure their parents understand how to raise concerns on their behalf. We encourage service users to voice any dissatisfaction early on, so that small problems can be resolved before they escalate. Care workers routinely ask, “Is everything alright? Is there anything you’d like done differently?” as part of our person-centred ethos – this invites feedback in day-to-day interactions.

If a service user or family member has a concern or minor dissatisfaction, we encourage them to talk to the care worker or the supervisor immediately so we can try to put it right. Often, many issues can be resolved informally by discussion or minor adjustments (for instance, changing a call time, or clarifying a preference). However, if the person is not satisfied or if they prefer to make a formal complaint, we fully support that right.

Making a Complaint: Complaints can be made verbally, in writing, by email, or through a representative. No matter how a complaint is raised, we treat it seriously. Upon receiving a complaint, we log it in our complaints register and acknowledge receipt promptly (usually within 2 working days). A manager (or designated complaints officer) will be assigned to investigate. We keep the complainant informed throughout the process, as per our policy and Reg 16 guidance (for example, giving them an expected timeline for a full response, and updates if that changes).

Investigation: Investigating a complaint involves gathering all relevant information – this may include reviewing care records, speaking with staff involved, and getting statements. We approach investigations with an open and non-defensive attitude; the goal is to find out what happened and what we can learn or do better, not to dismiss the complaint. If the complaint is about a specific staff member’s conduct or performance, that staff member will be informed of the allegation and given a chance to explain, but we may also remove them from the affected service user’s care while the investigation proceeds if the allegation is serious (to protect the service user and ensure fairness).

For complaints from children or about children’s care, we take extra care to involve their parents or appropriate advocates in the process, and to explain outcomes in a way that is understandable. If needed, we might involve external advocates (for adults or children) to support the person through the complaint process.

Response and Outcome: Once the investigation is complete, we provide the complainant with a written response detailing our findings, any actions we have taken or will take as a result, and information on what to do if they are not satisfied with the outcome. Possible outcomes of a complaint might include: an apology, changes to the care plan or staff team, disciplinary action for staff if warranted, additional training for staff, revisions to our policies, or other service improvements. We approach apologies and admissions with transparency – if we found we were at fault, we will say so and apologize (this aligns with our Duty of Candour obligations as well). Our aim is to address the issue to the satisfaction of the person who complained, wherever reasonably possible, and to use the experience to improve our service.

We treat all complaints as confidential and only involve those who need to know in the investigation and resolution. Making a complaint (or raising any issue) will never result in reprisal or reduction in service for the service user – we reassure service users and families that their care will not be negatively affected because they voiced a concern. In fact, we often thank individuals for bringing issues to our attention, because it helps us fix things we might not have otherwise known about.

Learning from Feedback: Beyond formal complaints, we also actively seek feedback through other avenues. We conduct periodic satisfaction surveys, we have regular review meetings where we ask “How are we doing? What could be better?”, and we invite open communication at any time. All feedback, positive or negative, is reviewed by management. Trends are analyzed – for instance, if multiple people comment that communication could improve, we treat that as an area to work on organizationally.

We keep a log of complaints and their outcomes, as required, and report summary information to the management and board (if applicable) to ensure governance oversight. We also are prepared to share complaint outcomes with CQC inspectors upon inspection, as evidence of our responsive management. CQC expects that providers not only handle individual complaints but also learn and improve from them. Accordingly, after each complaint is closed, we ask ourselves: What went wrong and why? What can we do to prevent this in future? Sometimes this results in issuing new guidance to staff, updating a policy, or providing extra supervision. We document these quality improvements.

For example, if a complaint highlighted that a care worker was often late, we might implement a new scheduling check or a time-tracking system and monitor punctuality going forward. If a family complained that staff were not following a specific clinical procedure correctly, we might retrain all staff on that procedure and then audit compliance.

By treating complaints and feedback as opportunities to improve, {{org_field_name}} creates a culture of continuous improvement. We aim for our service users and families to feel heard and respected even if they had a grievance. Often, proactively resolving small issues and showing that we care about their input helps maintain a strong relationship and trust. This emphasis on responsive feedback handling contributes to our compliance with the Responsive and Well-led aspects of CQC’s KLOEs, demonstrating that we listen to people using the service and use their experiences to drive improvements.

In summary, any person receiving our service (or their representative) can feel confident that if they raise a complaint, it will be dealt with fairly, swiftly, and thoroughly, and that we will do our utmost to rectify the situation and improve our services as a result.

Governance and Compliance

{{org_field_name}} has robust governance structures in place to monitor the quality of our services and ensure compliance with this policy, regulatory requirements, and the Care Quality Commission’s expectations. Our governance approach ensures that person-centred care is not just a philosophy on paper but a reality experienced by every service user.

Roles and Responsibilities: The Registered Manager ({{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}) holds overall responsibility for the implementation of this Person-Centred Care Planning Policy and for regulatory compliance (including the Fundamental Standards of care). Managers and team leaders oversee day-to-day operations, supervising staff and auditing care activities. Care workers have the responsibility to deliver care according to the care plans and to report any issues or changes. We make sure that everyone understands their role in upholding person-centred care and complying with procedures for adults vs children as applicable.

Audits and Quality Monitoring: We conduct regular audits of various aspects of care planning and delivery. This includes care plan audits (reviewing a sample of care plans to ensure they are up-to-date, person-centred, and meet the required standards), record audits (checking daily logs, medication records, etc. for accuracy and completeness), and spot checks/observations (where a supervisor may visit a care session to observe if care is being provided in line with the care plan and policy). We also audit compliance with training (making sure all staff certifications are current) and with safeguarding procedures (e.g., verifying that any incidents were properly documented and followed up). These audits are done on a scheduled basis (monthly, quarterly, etc., depending on the area) and additionally if we identify any concerns or trends that need closer inspection.

Findings from audits are documented and, where issues are found, we develop action plans to address them. For example, if an audit finds that some care plans lack evidence of the service user’s involvement, we might retrain staff on inclusive care planning and then re-audit to ensure improvement. If we find through incident reports that certain types of incidents are recurring, we analyze root causes and update risk management strategies. This continuous self-monitoring aligns with CQC’s Regulation 17 expectation that providers assess, monitor, and improve the quality and safety of services.

Key Lines of Enquiry (KLOEs) Compliance: We measure our performance against CQC’s five Key Lines of Enquiry – Safe, Effective, Caring, Responsive, and Well-led – which are essentially the areas an inspector will look at to rate our service. This Person-Centred Care Planning Policy touches on all these areas, and through governance activities we ensure evidence for each:

Our internal governance reports compile information from all the above activities (training stats, audit results, feedback, incidents, complaints, etc.) and are reviewed by senior management periodically. This helps us identify any systemic issues. For example, if we see an increase in falls incidents, we might invest in additional falls prevention training and aids. If satisfaction surveys indicate people want more consistency in caregivers, we adjust our staff allocation or recruitment to improve consistency.

Finally, compliance with regulations is non-negotiable. We regularly self-audit against each relevant regulation (Reg 9 through 20A for regulated activities). For instance, we might use CQC’s own guidance or inspection frameworks to do a mock inspection internally, checking evidence for each area. We ensure that at all times we have the required registration (covering services to children and adults for personal care), that we notify CQC of any notifiable incidents (like serious injuries or safeguarding events) as required, and that we display our CQC rating, etc., fulfilling those duties.

In conclusion, {{org_field_name}}’s governance and compliance systems ensure that person-centred care planning is effectively implemented and continually improved. Through audits, feedback loops, staff training, and leadership oversight, we remain vigilant that we are meeting the Fundamental Standards, including Regulation 9 (Person-Centred Care) and all associated regulations on consent, safety, safeguarding, complaints, and good governance. We are dedicated to not just meeting these standards but exceeding them, so that our service users – adults, children, and young people alike – receive care that is safe, effective, caring, responsive to their needs, and well-led.

This policy will be reviewed annually, or sooner if required by regulatory changes or significant changes in our service provision, to ensure it remains up-to-date with current laws, CQC guidance, and best practices.

Sources

Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
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