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For people with complex histories or risky behaviours

Dimensions supports people with a history of risky behaviours to change their lives. People like Henry and Reece.

Our work is closely aligned to the NHS Transforming Care Service model. We support people out of long stay institutions, helping them build new lives in their local communities.

Alongside other agencies working within the Transforming Care agenda, we support people to grow in confidence, develop empathy, and thrive in their homes and local communities. In other words, to recover.

“Supporting Safe Living”

Over the past 10 years we have helped many people in desperately difficult circumstances to recover, using our established Waymarks approach, outlined below.

We work with people who are typically in high cost NHS beds, many of whom do not have agreed plans in place to leave these beds.

When we start to work with people it might be the first time they have lived in their own home. We really get to know them and agree with them how they want their lives to change. It is important we do not support people forever and we see it as a real success when someone no longer needs our support.

Through Waymarks, individuals regain positive choice and control over their lives. They make new and better community connections. Many build new friendships, enter employment and develop different interests. Waymarks is rooted in our Activate support model, with a range of adaptations.

If you are part of a MAPPA team working with someone who fits the above criteria click here to see how we can help.

Who we support

The Transforming Care agenda says that ‘… adults with a learning disability and/or autism who display risky behaviours, which may put themselves or others at risk and which could lead to contact with the criminal justice system, are a distinct group whose specific needs have not always been recognised.’

These people are at the heart of our Waymarks approach and we help them change their lives, supporting people out of care or hospital and helping them build their ambition to thrive as tenants in their own home and in their local community.

The people we support:

•have a mild/moderate learning disability or autism and they may additionally have an enduring mental health need
•may have come into contact with the criminal justice system, or are at risk of doing so.
•have the capacity to understand our Waymarks approach

How we work

The people we support need intensive and very structured support at first. Relationships with us are not the same as relationships with friends, people in the community, family or work colleagues. We are always working to reduce the amount of paid support someone needs in a structured, safe and planned way, helping the person to shape their own support.

The Waymarks approach includes three distinct teams.:

•A practice development team, with a depth of expertise and experience in specialist assessment, planning and training
•An operational team, with broad expertise at supporting people within their local community in line with our Activate support model
•The final team includes family, friends, NHS, MAPPA etc. who have an interest in the person and with whom we work continuously in the best interests of the individual.
We have established an ‘Offending Behaviour Review Panel’ with an external chair. The focus of the panel is to ask questions about how we work and how we keep thinking about ‘good practice’ in the work we do.

Our colleagues

Every person supported using our Waymarks approach has a consistent team based on matching tools and, as far as possible, chosen by the people we support. We do not use agencies.

The team is managed by a Service Manager, who works in partnership with a member of the practice development team. The service manager and the clinical practitioner are in constant communication and meet, at least once per month, with the person we support to ensure that their personalised support journey is as productive as it can be.

Our colleagues do not judge. We take a personalised approach to each individual we support. We are proud of our ‘stickability’ – if times get tough, we do not give up on someone.


Our beliefs

All Dimensions colleagues operating within the Waymarks approach are expected to share the following beliefs. These inform all aspects of our approach:

•We focus on the person and work within a rights-based approach.
•We put safety as our number one priority.
•We keep a small span of control
•We build trust from the people we support, the wider health, social and justice system, the people we employ, families and the communities we work in.
•Everyone has the chance for a fresh start. People we support have rarely had investment from a humanistic perspective and we believe everyone we support should have that chance.
•People we support have experienced discrimination and lots of labelling, they are citizens and have the same human and legal rights as anyone else.
•Some people sometimes break the law, this is not a good thing. The people we support have sometimes broken the law. They might make mistakes in the future but we would never excuse someone for breaking the law.
•We only support people who understand and would benefit from the model that we work in.
•We can only be successful in supporting someone if we provide support as part of a multi-disciplinary and multi-agency team.
•We will not support someone if we do not think they have the potential to change and move on from the support model we offer, to a more independent lifestyle.

Assessment and Planning

Everyone referred to Dimensions with an offending history or risk undergoes a specialist Waymarks assessment process. Getting things right at this stage underpins the effectiveness of everything else, so assessments are comprehensive and thorough.

We provide different types of nationally recognised, specialist assessments and recommendations.

The Waymarks assessment also involves meeting current and former support providers, family members/circles of support (if appropriate and agreed by the individual), care managers and professional partners and sometimes people from the criminal justice agencies. This helps us get much better information about the person we are going to support.

The Waymarks assessment will identify needs and required outcomes for the individual, which will form the basis of a detailed Waymarks support plan. The team will use this to ensure that the person gets the very best support.

Running parallel with the support plan is the Waymarks Risk Trigger Response (RTR) plan, which informs our risk assessment process and provides each team and person we support with a comprehensive overview of risks, indicators and the responsive action that must be taken.

We use the nine principles of the national service model to gather outcome information and to populate the personalised support plan, encouraging others to contribute throughout. This information is then captured in an outcomes-based, person-centred plan.

This is a pragmatic plan which details positive outcomes and aspirations actively led by the person. Where an individual’s outcome is perceived to be unrealistic or unachievable, we will not immediately discount it but will encourage the person to look at steps to achieving this. This will always be delivered positively and based on a ‘can do’ attitude rather than a ‘cannot do’ attitude.


Get in touch – contact Jason on 07789948914 to discuss your referral or contact us here. The process is:

Screening, Assessment and Costs

Following initial screening, we will arrange a detailed, bespoke assessment at an agreed cost. We will decide together if we can support someone well. We will agree a timeframe together. We will send you a plan and a cost.

If you, or we, do not think we are the best provider, the assessment can help you identify the right one.

There might be the potential to look at an integrated personal budget or direct payment. We expect the cost to fall over time as the person becomes more independent, leading to complete fade out of our support over no more than seven years.

Costs must be agreed before we move to transition planning.

Transition planning

We will agree a named person from the operational team to liaise with the referring partner and a named person from the practice development team to liaise with the place the person is currently living. We will agree who else needs to be involved with someone when they move into their own home in the community and how the reviews will happen.

We will recruit a team of people with the involvement of the person and their circles of support. We will take time to get to know the individual. We will agree how and who will be involved in monitoring.

Our partners

Our environment is complex and requires us to respond to many different stakeholder agendas. We support people who often fall between definitions or eligibility criteria but have been, or are at risk of, being high cost users of services.

Our commissioners include Local Authorities, the NHS and the Probation Service. Much of our work is jointly commissioned.

We work closely with NHS England Transforming Care Partnerships, Association of Directors of Adult Social Services and the Local Government Association. We are regulated through the Health and Safety Executive, the Care Quality Commission and the Charity Commission.

Regular contact is maintained with family, friends and other professionals within their circle of support, and where available we encourage independent advocates to contribute to the personalised plan.

We also work closely with the police, landlords and housing associations.

We work through Multidisciplinary teams and in the context of the Mental Health Act (2007), Mental Health Code of Practice (2015 Mental Capacity Act (2005), Health and Social Care Act (2012), Care Act ( 2014), Multi Agency Public Protection Arrangements (MAPPA) (2012), Human Rights Act (2010), Equality Act (2010), and the Health and Safety at Work Act (1974), among others.

Research into practice

The Waymarks approach has been developed from a combination of positive behaviour support, attachment/interactive theories, cognitive approaches, teaching and learning theory and humanistic psychology.

We recognise that the people we support have impoverished (if any) relationships and also lack the relational skills to change this. We believe that their behaviours are directly linked to this absence. Most people consider their relationships to be one of the most important things in their lives which give them a powerful “reason to care” about all other aspects of their lives.

If these relationships are missing, a powerful “reason to care” is also missing. Also, if the people we support don’t have relationships, they will not understand people, interaction, other people’s intent, empathy, reciprocation or what others need from them for relationships to work. However, there are many relational aspects that can only be learned experientially.

For this reason, relational and interactive development is a strong characteristic of our model. We believe that by improving social and emotional understanding and functioning, we can also change people’s perspectives of their behaviours and the way they impact on others.


As of 10th August 2020 Waymarks, as a separate company, has been wound up, with the unique and specialist Waymarks approach to supporting people retained within Dimensions.

Through a statutory process (covered by section 110 of the Co-operative and Community Benefit Societies Act 2014), Waymarks has transferred all of its assets and liabilities to Dimensions.

Dimensions will remain registered as a non-profit organisation with the Regulator of Social Housing (RSH) and, thereby, remain subject to the RSH’s regulatory and statutory framework. Dimensions will continue to be an exempt charity.

Waymarks Limited was a Company Limited by Guarantee 6967283 and Registered Charity 1133664.

Download Waymarks Statutory Accounts 2018-19

Download Waymarks Statutory Accounts 2017-18

Download Waymarks statutory accounts 2016-17


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