- Homecare service
Home Instead Pocklington & Brough
Assessment report published 8 January 2026
Contents
On this page
- Overview
- Learning culture
- Safe systems, pathways and transitions
- Safeguarding
- Involving people to manage risks
- Safe environments
- Safe and effective staffing
- Infection prevention and control
- Medicines optimisation
Safe
Safe – this means we looked for evidence that people were protected from abuse and avoidable harm. This is the first assessment for this service. This key question has been rated good. This meant people were safe and protected from avoidable harm.
This service scored 72 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.
Learning culture
The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.
Staff were encouraged to raise concerns and were confident that managers would act quickly. Safety incidents were reported promptly, investigated and monitored, and actions were shared with the team to prevent recurrence. Feedback from staff and relatives confirmed that safety concerns were addressed swiftly and lessons learned were communicated. The service’s open culture was highlighted in both inspection feedback and site visit notes, with staff stating they feel supported to speak up and managers were approachable. One staff member said, “If something passes your mind, pass it on. No question is a silly question.”
Safe systems, pathways and transitions
The provider worked with people and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when people moved between different services.
People’s needs were assessed before care started and reviewed regularly. Once new care has been delivered senior staff review the support with people and their relatives to ensure the care was as they wished and make alterations as necessary. Care plans included clear risk assessments and were updated when needs changed. Staff described a structured approach to introducing new care professionals (staff), which helped people feel safe. A relative told us, “Before a new care professional is allocated they come with a manager or a senior to talk through absolutely everything.”
Safeguarding
The provider worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared concerns quickly and appropriately.
Safeguarding processes were clear and understood by staff. Incidents were reported and acted upon promptly, including contacting safeguarding authorities when required. Staff received safeguarding training and were confident about what to do if they had concerns. One person told us, “If I didn’t feel safe, I would speak to the [registered manager] straight away.”
Involving people to manage risks
The provider worked with people to understand and manage risks by thinking holistically. Staff provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them.
People and relatives were involved in managing risks and care planning. Reviews were held regularly, and staff respected people’s choices while promoting safety. A relative said, “They ask [Name] and follow their guidance. They have a knack of persuading them that they want things done.” Another told us, “We have a 3 or 6-month review. They (staff) ask if anything has changed.”
Safe environments
The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.
Environmental risk assessments were completed, and equipment was checked regularly. Staff were aware of lone working protocols and contingency plans. People told us they felt safe in their homes and that staff were attentive. A relative said, “They (staff) are very careful.”
Safe and effective staffing
The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs.
Staffing levels were sufficient, and rotas were managed effectively. People experienced continuity of care, and staff had time to deliver care without feeling rushed. Recruitment checks and training were thorough. A relative told us, “I am astounded how accurate they (staff) are (with call times). In 18 months, they have been late twice.” Another said, “We have one [staff member] and [Name] has got used to them. They (the service) do as much as they can for continuity.”
Infection prevention and control
The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.
Staff followed infection prevention and control procedures and used personal protective equipment (PPE) appropriately. Spot checks confirmed compliance, and care plans included infection prevention and control (IPC) guidance. People told us staff were diligent about hygiene. One person said, “They wash their hands, they are very, very good.” A relative commented, “Absolutely spot on, gloves and aprons come out and hand washing.”
Medicines optimisation
The provider made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. Safe systems were in place for medicines administration, but there were inconsistencies in documentation and clarity around PRN medicines. For example, one pain killing medicine was available both in a locked box and separately for self-administration, which was not clearly reflected in the care plan. Medicine administration records (MARs) were maintained, and audits were completed weekly. Staff involved people in planning, including when changes happened. However, in some instances not enough information was in place. The registered manager took immediate action to rectify this.