Home Instead Pocklington & Brough

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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 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 85 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People consistently described staff as kind, compassionate, and respectful. A relative told us, “They (staff) always come in and say hello, shake [Name’s] hand. I can’t fault them they are very good.” Another confirmed, “They say hello [Name], hello [Name], they have a natter, they know us very well and we know them already. They are great, they give us a laugh, they are very understanding of how we are.” Another explained, “They (staff) always make sure they make [Name] and I a nice cup of tea, things like that, they are very caring.”

Staff demonstrated warmth and genuine care in their interactions. Staff built trusting relationships, responded to emotional needs, and upheld dignity. A person told us, “They have a cuddle with my little dog.”

Relatives and people using the service gave examples of staff going above and beyond, such as adapting routines, engaging in meaningful conversations, and supporting personal interests. A relative told us, “If [Name] asks them to do anything, they will do it for them. They always ask if there is anything else they can do.” A relative explained, “They just have a warmth about them. If [Name] is getting restless, they (staff) say, ‘Let’s have a walk in the garden.’ They even put a buttonhole on their jacket because [Name] said it didn’t have one.” Another said, “They must have had one thousand conversations about the squirrels in [Name’s] garden and about their past. It’s very genuine.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff tailored care to individual preferences and routines. People were asked about their likes and dislikes, and these were respected. A relative explained how staff had asked their loved one “how they would like them to take their shoes off”.

Staff supported people’s personal appearance and interests. A relative told us, “They always make sure he shaves well; he is very aware of his appearance and wants them to check if he has missed a bit or his hair is not right at the back.”

Care plans reflected personal goals and preferences, and staff used these to guide care. For example, a relative said, “[Name] has lost their vocabulary, that’s difficult for a new person coming in. [Name] is happy and content. They (staff) play games with them, it’s stimulating for [Name] and they exercise with them. I think [staff] are briefed beforehand.”

People were encouraged to maintain hobbies and make social connections which were important to them, as well as making new connections and exploring new interests. Staff were very knowledgeable about events in the wider community, which they felt may appeal to people, and used this to encourage and support people to the events they knew they would like. For example, some staff members had helped facilitate a pie and pub event to alleviate male isolation and worked with people to understand what types of quiz questions people would enjoy.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to make choices and maintain independence wherever possible. Staff promoted autonomy by asking for consent and offering options. One person said, “They (staff) always ask me. I don’t have to tell them, they know what to do.” Another relative explained, “They ask [Name], they treat them as an adult, they don’t talk down to them. They promote their independence.”

Staff encouraged people to participate in daily activities, such as preparing meals or walking in the garden. However, some care records required clearer updates to reflect changes in mobility and equipment use, which could impact how independence is supported. We discussed this with the registered manager who took immediate action to rectify this.

The provider 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 were attentive and responsive to people’s needs. People told us staff noticed small details and acted promptly. A relative said, “They (staff) immediately let us know if there is anything.” Another person shared, “They (staff) always make sure they make us a nice cup of tea, things like that, they are very caring.” Staff adapted care when people’s health needs changed, such as liaising with families and health professionals. Records showed staff responded quickly to incidents and followed best interest decisions for medication management.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

Staff felt valued and well supported. They described the service as a positive place to work, with strong teamwork and recognition. One staff member said, “I’ve never worked for a company like this. Managers appreciate us so much; there’s a star jar for recognition, and they are so supportive.” Another said, “It’s the most rewarding job I’ve ever had.” Regular supervisions, appraisals, and spot checks were in place to monitor competence and provide feedback. Staff had access to training and wellbeing initiatives, including drop-in sessions with trained counsellors and employee assistance support.