The Trust was set up in 1986 and, when I joined three years later, there was only one member of staff – the CEO. That meant I became the Assistant CEO. The title sounded far grander than the reality, and I still remember spending my first day dealing with a broken toilet.

The Trust was founded and led by two visionaries from the former Frenchay Health Authority: Betty Pugh and Bill Healing. They were determined to create opportunities for people leaving institutions to live in “ordinary houses” on “ordinary streets”.

At the time, Bristol was home to a large number of institutions, and the Trust played a significant role in helping to close them, enabling people to leave hospital settings and enjoy fuller, more independent lives within their communities.

Looking back, there are several memories that highlight just how much attitudes and approaches have changed over the years.

One of the biggest changes has been the shift in power and decision-making. In those days, psychiatrists were seen as the ultimate authority. I remember one woman we were supporting to move into the community. A previous attempt to move her had fallen through because she was very anxious.

The psychiatrist’s view was that she shouldn’t be told in advance of the move and be taken to her new home and left there. We chose a different approach. We spent time talking with her and the people who knew her best, gradually introducing her to her new home, support staff, and surroundings. We let her set the pace and she ultimately made a happy and successful move.

Another memory is the practice of visiting neighbours before opening a new home. At the time, there was widespread misunderstanding and fear about people with learning disabilities or mental health needs. During the final visit we carried out, for a house in Winterbourne, the reaction from local residents was overwhelmingly negative. We decided there and then to stop seeking approval in this way. Our residents needed no special explanation. Thankfully, that decision proved to be the right one. As we opened more homes and became part of local communities, word spread that our residents were good neighbours and a real asset to the areas in which they lived.

We also found ourselves constantly challenging accepted practices and assumptions. Why couldn’t someone be left alone at home if risk assessments showed it was safe? Why were people expected to choose fire-retardant, hospital-style curtains in their own homes? Why did domestic fire doors need institutional-style overhead closers? Why was almost everyone with a learning disability prescribed Lactulose? Why did so many people with mental health conditions smoke? Asking these questions helped to drive a better understanding of people’s rights and choices. It also led us to develop truly personalised support, including bespoke supported living services, long before this became common practice. We opened our first supported living service in 1996, while many hospitals were still operating.

Today, there is a far greater recognition of people’s rights. Person-centred approaches are widely understood and expected. People’s choices matter. Their voices are heard. Their interests, aspirations and individual perspectives are recognised and respected.

I am proud to work for a Trust that understood these principles from the very beginning and embraced person-centred support from day one, helping people to live lives that make sense to them.

Here’s to the next 40 years and to continuing to listen to people with lived experience, who remain the true experts on what good support looks like.

– Linda Phelps, Senior Development Manager