This inspection took place on 30 November and 4 December 2017 and was announced. Your Lifestyles is a domiciliary care service which provides personal care and support to people who have learning disabilities, autism, mental health problems and sensory impairments. This service provides care and support to people living in a number of ‘supported living’ settings so that they can live in their own home as independently as possible. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for supported living; this inspection looked at people’s personal care and support.

Not everyone using Your Lifestyles received a regulated activity; CQC only inspects the service being received by people provided with the regulated activity of ‘personal care’; help with tasks related to personal hygiene and eating. Where they do, we also take into account any wider social care provided. The care service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.

A registered manager was in place as required by their conditions of registration. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

The service was outstandingly responsive to people’s needs. The provider promoted a highly person centred culture and this was reflected throughout our inspection. Staff had high standards and expectations of both themselves and people and this promoted an exceptionally positive culture of staff passionately challenging disability perceptions and stereotypes. We found this positive ‘can do’ approach had improved people’s confidence, access to the community and daily opportunities.

Staff were proactive in managing people’s risks to themselves and others. Staff worked towards positive outcomes for people based on people’s strengths, choices and abilities. Creative and highly personalised strategies were put in place by staff to help people live meaningful and active l lives. Staff had gone the extra mile and responded to people’s needs and wishes and helped them overcome barriers. We found examples of how the consistent approach of staff had enhanced people’s wellbeing.

People were encouraged to try out new activities and overcome any preconceived barriers which had resulted in positive engagements with their local community and trying out new opportunities. It was evident that people had progressed in the management of their own emotions and behaviours. People’s risks and control measures had been put into place to keep people safe. People were safeguarded from harm and abuse and there was a culture of acting on concerns and learning from mistakes or incidents.

People’s care plans gave staff detailed guidance on how people liked to be supported and their preferred standards of care. People had been supported to maintain links with their families but also to become as independent as possible. The management and administration of their medicines had been reviewed and was based on people’s individual support needs. People were encouraged to make their own decisions about their meals but were also encouraged to eat a healthy diet.

Sound recruitment processes were in place and staffing levels were effectively managed and reviewed. Staff had been trained to support people with a range of diverse needs. They told us they felt supported by senior staff.

The registered manager and managers were committed in providing effective care for people with complex needs