When I reflect on our seven-year journey at ASC, I’m struck by how dramatically our approach to supporting service users has changed since implementing the Dynamis training programme in 2020. What began as a response to staff dissatisfaction with previous training methods has evolved into a complete transformation of our care culture.
Before Dynamis, our approach focused heavily on restraint techniques with complex, impractical methods that left staff feeling unprepared and anxious. We were using outdated techniques that risked harm to both service users and staff. The feedback was clear: our team needed something different.
Working with Gerard and the Dynamis team changed everything. From the first day of training, the difference was apparent. Rather than jumping straight into physical interventions, we began with positive behaviour support strategies and personal safety skills. This simple shift—putting staff safety first—immediately increased buy-in and confidence.
The results have been nothing short of remarkable. For our most challenging situations, we’ve seen up to an 80% reduction in restraint incidents and up to 75% reduction in restraint duration. In specific cases, we’ve documented reductions from 5,187 minutes of physical intervention per year to just 303 minutes for one individual—a transformation that has improved quality of life for both service users and staff.
What made Dynamis different was the practical, scenario-based approach. The physical techniques are simple enough that everyone can learn them, regardless of physical ability or confidence level. But more importantly, the programme emphasizes proactive strategies: recognizing triggers, offering choices, and empowering service users to regulate their own behavior.
We’ve redesigned our physical environment too, replacing clinical “low-arousal” rooms with personalized calming spaces where service users choose the décor and features that help them relax. Combined with safety pods and new approaches to de-escalation, these changes have virtually eliminated crisis incidents for several high-needs individuals.
The cultural shift has been profound. Staff now use consistent language and approach throughout the service—from morning handover to daily interactions. The “Treat People Right” principles aren’t just training concepts; they’re lived values that even our service users quote back to us. Staff feel empowered to contribute ideas and shape solutions through our debriefing process, creating a continuous improvement cycle.
Management’s commitment to “you asked; we did” has been crucial to sustaining this change. When staff see their feedback implemented, it reinforces that we’re all working toward the same goal: providing dignified, person-centered care while keeping everyone safe.
The success has been so clear that we’re now rolling out this approach to all 25 homes in our organization—eventually reaching 1,800 staff members. Each trainee completes a “peace story” documenting a successful de-escalation, building an invaluable resource of real-world solutions.
This isn’t just about improved statistics; it’s about transforming lives. Service users who previously spent hours in restraint now have agency and dignity. Staff who once dreaded challenging behaviors now have confidence and practical tools. The ethical and legal implications are clear—this is simply the right approach for supporting people with complex needs.
As we continue this journey, I’m excited about what’s still to come. The data speaks for itself, but behind every number is a human story of dignity preserved and potential unlocked. That’s the real measure of our success.
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