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{{org_field_name}}

Registration Number: {{org_field_registration_no}}

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Person-Centred Care Policy

1. Purpose

The purpose of this policy is to define and promote the core principles and practices of person-centred care across all levels of service delivery at {{org_field_name}}. Our approach is rooted in the belief that everyone has the right to be recognised as an individual, to have their choices respected, and to be involved in decisions about their care and support at every stage.

We aim to ensure that every person we support feels:

• Listened to
• Valued and empowered
• Supported to achieve outcomes that matter to them
• Safe, comfortable, and respected

This policy sets out how {{org_field_name}} delivers person-centred care efficiently, consistently, and in accordance with the Health and Social Care Standards and Care Inspectorate expectations.

2. Scope

This policy applies to:

• All staff employed or contracted by {{org_field_name}}, including care workers, office and administrative staff, team leaders, managers, and bank or agency workers
• The people we support across all services
• Family members, advocates, legal representatives, and health or social care partners involved in the support of individuals

Person-centred care is relevant to every interaction we have—whether it’s helping someone get dressed, supporting someone to manage a health condition, or simply having a meaningful conversation.

3. Related Policies

This policy works alongside and supports:

• Personal Planning and Outcomes Policy
• Equality, Diversity and Human Rights Policy
• Safeguarding Adults and Children Policy
• Risk Assessment and Positive Risk-Taking Policy
• Communication and Accessible Information Policy
• Staff Supervision and Training Policy
• Complaints and Feedback Policy

4. Policy Statement

At {{org_field_name}}, person-centred care is not just a principle, but a daily practice. It underpins our values, informs our decision-making, and shapes the way we design and deliver support. We understand that high-quality care is care that is built with, not just for, the person experiencing it.

We are committed to ensuring that all care and support:

• Is based on what matters most to the individual
• Recognises personal history, identity, strengths, and goals
• Respects individual routines, preferences, and cultural or spiritual beliefs
• Involves the person (and where appropriate, their family or advocate) in shaping the care plan
• Enables people to lead their lives in the way they choose

5. How We Deliver Person-Centred Care at {{org_field_name}}

5.1. Initial Engagement and Building Relationships

Our person-centred approach begins from the very first contact. When someone enquires about our services or is referred to us, we take time to:

• Listen carefully to their preferences, needs, and expectations
• Find out what is important to them—not just what is wrong
• Ask about their life history, values, goals, and preferred routines

This information becomes the foundation for an inclusive and collaborative relationship. We ensure that individuals feel respected, welcomed, and fully involved in their journey with our service.

We understand that care is relational—trust, consistency and communication are central to building rapport with the people we support.

5.2. Creating Personal Plans with the Individual

Every person we support has a personal plan that reflects not only their assessed needs but also their aspirations, preferences, and strengths. The plan is:

• Co-created with the person and, where appropriate, their family or representative
• Written in plain language and reviewed regularly
• Culturally sensitive and inclusive of any spiritual, communication, or accessibility needs
• Designed around personal outcomes, not just tasks

We use techniques recommended by the Care Inspectorate such as:

• “Good conversation” tools
• Outcome-focused questions (e.g. “What does a good day look like for you?”)
• Visual tools such as Talking Mats or picture boards for those with communication challenges

Plans are reviewed at least every 6 months or sooner if the individual’s circumstances change. We follow HSCS Standard 1.15 and 2.17 which emphasise meaningful involvement and personal ownership of care planning.

5.3. Respecting Choice, Control, and Autonomy

We recognise each individual’s right to make informed choices about their care and lifestyle—even if these choices carry risk. Our staff are trained to:

• Offer clear, balanced information
• Encourage independence
• Avoid making assumptions
• Support people to live life on their own terms, even when they require support

This includes enabling choice over:

• What time to wake, eat, and go to bed
• How care is provided, and by whom
• Who is involved in decision-making
• Whether and how to take part in religious, cultural, or community activities

We follow HSCS Standards 2.11, 2.12 and the SSSC Codes of Practice 1.3 and 4.1, which promote dignity, choice, and risk enablement.

5.4. Embedding Person-Centred Culture Across the Organisation

Person-centred care is promoted not only in individual care delivery but also in:

• Staff training and induction: All staff receive training in person-centred principles and communication
• Supervision and appraisal: Reflective discussions are centred around the individual experiences of those we support
• Team meetings and debriefs: Staff share good practice and discuss challenges in delivering truly individualised care
• Quality assurance: Our internal audits check not just paperwork, but whether the care delivered matches the preferences and outcomes recorded

Leaders at {{org_field_name}} model person-centred thinking in how they engage with staff, promote kindness and respect in the workplace, and celebrate individual contributions.

5.5. Effective Communication and Accessibility

We are committed to ensuring that every person we support is able to communicate in the way that is right for them. This includes:

• Using visual aids, Makaton, interpreters, or easy-read materials
• Adjusting the pace of conversations
• Listening more than we speak
• Respecting the individual’s right not to communicate if they so choose

We follow HSCS Standard 2.8, which states: “I am supported to communicate in a way that is right for me, at my own pace, by people who are sensitive to me and my needs.”

Communication methods are clearly documented in each person’s care plan and reviewed regularly.

5.6. Feedback and Continuous Improvement

We actively encourage people we support, their families, and staff to give regular feedback on our service. We ask:

• What’s working well for you?
• What would you like to change?
• How can we do better?

Feedback is collected through review meetings, surveys, informal conversations, and the complaints process. We make it easy for people to raise concerns without fear of judgement or retaliation. Complaints are welcomed as opportunities to improve, not threats.

Our Quality Assurance and Continuous Improvement Policy ensures that learning from feedback and complaints feeds directly into staff development, service redesign, and care planning.

6. Roles and Responsibilities

Registered Manager

The Registered Manager is responsible for ensuring that person-centred practices are embedded at every level of service delivery. This includes overseeing personal plans, supervising staff, and ensuring feedback is acted upon.

Deputy Manager and Team Leaders

They support care workers to understand and apply person-centred principles in their daily tasks, ensure that reviews are completed, and guide the resolution of any barriers to personalised care.

All Staff

Each staff member is expected to uphold the values of dignity, choice, compassion, and respect. They must know each person’s care plan, be familiar with their preferences, and seek consent or input before delivering care.

People We Support

The people we support are our partners in care. Their voice, perspective, and feedback drive how we plan and deliver our services. Their choices are the foundation of our work.

7. Policy Review

This policy will be reviewed annually or earlier if:

• Changes in legislation or guidance occur
• Feedback or inspection highlights the need for improvement
• Significant organisational change takes place

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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}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.