Home Instead Bradford

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• 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 good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and relatives told us staff genuinely cared about them and felt well supported. Comments included, “They have treated me really well. I have no complaints at all. When they come in, they always call out so I know who is coming in as I have a key safe. They always say goodbye when they are going” and “They are a great bunch. They have a good sense of humour. They get on with everything I ask, and we can have a good laugh.”

Staff detailed how they treated people with kindness and compassion. Comments included, “You might cover them [for privacy] when needed, encourage them to do things for themselves and ask permission. Be respectful and not shout and talk calmly,” and “I am always thinking about the person first.”

The service treated people as individuals and ensured their care, support, and treatment reflected their needs and preferences. They considered each person’s strengths, abilities, aspirations, cultural background, and protected characteristics. For example, 1 person expressed a preference to be cared for by someone outside their own community, and this was respected. Staff also supported the individual to dress in cultural attire to uphold their religious beliefs. A staff member said, “We have a person whose culture and beliefs are important to them. They like to have their turban with them, and we are aware never to put this on the floor.”

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People’s care plans showed what people could do for themselves, for example, washing their own face, groin or putting on some of their clothes. The registered manager said, “Within the care plan it’s all person centred. It’s about the person and their needs. Every person is an individual. It’s about allowing people to live independently and safe within their own home.” A relative said, “[Name] doesn’t come in with this is a job, they genuinely care about them and will always bring anything to our attention.”

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff demonstrated a good understanding of people’s needs and preferences and were committed to achieving positive outcomes. People and their relatives shared examples of how the service adapted to meet individual needs. For instance, staff arranged GP visits when required and the service provided emotional support for a person who had lost their dog. As part of this support, they facilitated counselling and organised outings to places such as the Dogs Trust and local zoos to help improve the person’s wellbeing.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. The registered manager actively promoted staff wellbeing and ensured they received appropriate support. They explained, “We partner with an external organisation that provides assistance with financial matters, bereavement, and housing for any staff who require additional help. We also offer up to 10 free counselling sessions for those who need them. For instance, if I notice a staff member isn’t feeling themselves, I’ll reach out and invite them for a one-to-one meeting to check in and see how they’re doing.”

Staff told us they felt supported by the management team. A staff member told us, “If there is something I don’t understand I can speak to the manager. We have meetings with the [registered] manager who will always ask if we need anything.”