Home Instead Mansfield Also known as Syson Limited

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider consistently treated people with kindness, empathy, and compassion, ensuring their privacy and dignity were respected at all times. Feedback from people and their relatives was overwhelmingly positive and demonstrated the caring and respectful culture that existed throughout the service. Staff took time to build meaningful relationships with people, enabling them to deliver support in a way that promoted comfort, confidence, and wellbeing.

One relative told us, “[Name] likes the staff, they are very kind, compassionate and respectful. They go the extra mile with their care and although [Name] is not on their books, they keep an eye on them too.” This showed staff's commitment to supporting people's wellbeing beyond the immediate requirements of their role.

Another relative said, “As a family we have had some poor experiences with other care companies, but Home Instead is totally different, everyone we have met has been fantastic. They [staff] are really experienced and just so kind.”

Staff also worked positively with relatives and professionals from other organisations, treating them with kindness and respect to ensure people experienced coordinated and compassionate care. As a result, people received support from staff who genuinely cared about them, understood their individual circumstances, and consistently treated them with dignity, warmth, and compassion.

The provider consistently treated people as individuals and ensured care, support, and treatment reflected their unique needs, preferences, backgrounds, and life experiences. Staff took time to understand what mattered most to people and recognised the importance of respecting their strengths, abilities, aspirations, culture, and protected characteristics. This enabled people to receive highly personalised care that reflected who they were as individuals.

We saw examples of staff going the extra mile to understand and embrace people's cultural needs. For example, one staff member worked closely with a person and their family to gain a detailed understanding of their culture and traditions. To ensure they could provide meaningful and personalised support, staff undertook cooking lessons with family members so they could prepare and cook dishes that were important to the person. The learning gained was then shared with other staff to promote consistency and ensure the person's cultural preferences were respected by everyone involved in their care.

This person-centred approach helped people maintain their identity, continue engaging in meaningful aspects of their lives, and receive care that was tailored to their individual circumstances and wishes. As a result, people experienced support that respected their uniqueness, promoted inclusion, and enhanced their overall wellbeing.

The provider promoted people's independence and ensured they retained choice and control over their care, treatment, and wellbeing. Staff understood the importance of supporting people to do as much as possible for themselves and tailored their approach to encourage independence while providing appropriate support when needed.

People told us staff respected their choices and worked alongside them to achieve outcomes that were important to them. One person said, "They [staff] also do other tasks like cleaning, washing up, cleaning the fridge. As I get older I shake more so cannot carry food or drinks. They help me cook meals and encourage me to retain my independence."

Care plans reflected people's preferences, abilities, and goals, and provided clear guidance for staff on how to support independence in a safe and person-centred way. Staff focused on enabling people rather than doing things for them, helping them to maintain daily living skills, remain involved in decisions about their care, and continue living as independently as possible. As a result, people experienced greater choice and control over their lives and received support that promoted their dignity, confidence, and wellbeing.

The provider was exceptional in how they listened to, understood, and responded to people's needs, views, and wishes. Staff consistently recognised when people required immediate support and took swift action to minimise discomfort, anxiety, or distress. There was a strong culture of compassion and person-centred care, with staff going above and beyond what was expected to ensure people felt safe, valued, and supported.

We saw examples of staff responding flexibly and proactively when people experienced illness or unexpected changes in their wellbeing. This included out-of-hours support where on-call staff visited people in person after they received requests for assistance, despite this not forming part of their agreed care package and resulting in additional cost to the provider. These actions demonstrated an exceptional commitment to putting people first and ensuring their immediate needs were met without delay.

The Managing Director of Home Instead Mansfield explained, "It is not a requirement or expectation for staff to do this during out of hours; however, this is the passion and dedication we have to ensuring people are safe and fully supported."

This commitment extended beyond the delivery of planned care and reflected a service-wide ethos of doing whatever was reasonably possible to support people when they needed it most. As a result, people benefited from highly responsive care that promoted their safety, wellbeing, and peace of mind, and ensured they never felt alone during times of concern or uncertainty.

The provider demonstrated a clear commitment to promoting staff wellbeing and ensuring staff were supported to deliver high-quality, person-centred care. Staff spoke positively about the support they received and described having regular opportunities to discuss their work, development, and any concerns. One staff member told us, “I get frequent support visits and just had a supervision meeting with another one due in 3 months. Each client has their own team of care professionals so if there are any updates for that client, we always get an email through.”

The provider also organised care delivery in a way that supported both staff wellbeing and continuity of care for people. Staff received their rotas in advance and worked within small, consistent teams. One staff member said, “I get my rotas in advance, I work with the same people and small number of staff, this helps to get cover when needed for appointments or annual leave.”

These arrangements helped staff feel informed, valued, and supported in their roles. Consistent staffing teams enabled staff to build positive relationships with people, understand their preferences and needs, and deliver care that was personalised, responsive, and centred around the person.