Home Instead Pocklington & Brough

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• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff consistently demonstrated the provider’s shared vision and culture in their work. Leaders were highly visible and promoted this vision. Staff and relatives described managers as supportive, responsive, and committed to continuous improvement. Regular audits, supervisions, and recognition schemes such as the ‘star jar’ fostered a positive culture. The service was embedded in the local community, with staff and managers actively involved in partnership working and social initiatives. People and relatives said the service genuinely cared about them and promoted choice and independence. One relative told us, “They treat [Name] with respect, like they are their own relative.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders were visible, approachable and highly regarded by staff and relatives. The registered manager and nominated individual demonstrated strong knowledge and experience and were actively involved in day-to-day operations. Staff described managers as supportive and responsive, often stepping in to cover care when needed. A staff member said, “I’ve never known a service where managers appreciate us so much.” Relatives told us the office was “very well organised” and “really well done”, with managers ensuring continuity and quality of care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were encouraged to raise concerns and felt confident doing so. There were clear safeguarding processes and a culture of openness. Staff told us they could speak to mentors, managers or the nominated individual without fear of reprisal. One staff member said, “I always tell new people no question is a silly question and if something passes your mind, pass it on.” Staff confirmed they were trained on safeguarding and knew how to escalate concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff felt they were treated equally and without discrimination. Staff training included equality and diversity. Staff described the team as inclusive and supportive.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance arrangements were effective and well embedded. Leaders maintained oversight through regular audits, supervisions and spot checks, and acted promptly on any issues. Systems were in place to monitor incidents, training compliance and care plan reviews. Staff told us, “If there’s anything I notice, I ask the office and instantly it’s on the care plan.” Business continuity plans were in place, and the service demonstrated resilience in managing staff sickness and maintaining care delivery.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service was embedded in the local community and worked with partners to enhance people’s experiences. Staff supported people to attend social events and collaborated with schools and charities to reduce isolation. Initiatives included dementia awareness sessions, companionship lunches and community events such as quizzes and coffee mornings. One person told us, “It’s lovely to see them, they have a lovely attitude.” The provider had recently developed a What’s On Where guide for the locality which benefitted the whole community and encouraged and supported initiatives to reduce social isolation.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider demonstrated a commitment to continuous improvement through audits, staff feedback and training updates. Digital care planning systems supported timely updates, and staff were trained to use these effectively. A staff member said, “Care plans get updated really well; I’ve never felt I was working blind.” The service responded to survey feedback and implemented welfare checks for live-in carers.