Voyage (DCA) Swindon

“People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal, health needs and other complex packages of support. Care was based on latest evidence and good practice.”

“Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff made sure people understood their care and treatment to enable them to give informed consent. The provider had also recorded how they had made decisions in people’s best interests where they lacked capacity.”

“Leaders and staff had a shared vision and culture based on a person-centred approach to meeting people’s needs and undertook shifts throughout the services helping to build a holistic approach to the care and support of people.”

“Staff felt supported to give feedback and were treated equally, free from bullying or harassment. They also felt confident to speak up and were offered regular team meetings and supervisions. Managers worked with the local community to deliver the best possible care and were receptive to new ideas.”

“Staff understood their roles and responsibilities and there was a culture of continuous improvement with staff given time and resources to try new ideas.”

“We found that risks were well documented and despite risk, people were supported to access their local community and to go on holidays and short breaks away. ”