Home Instead Rugby

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding.

This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

The provider’s process of identifying and matching staff to the person, facilitated the development of positive, supportive and caring relationships. This person-centred approach placed people at the heart of the service provided. A relative told us, “Staff take a genuine interest in [person’s] care and chat about her lovely garden by offering companionship and support.” Another relative told us, “Communication is two-way, with any suggestions from us, or them, taken on board to make [person’s] life more comfortable.”

Staff were unequivocal in their acknowledgement of the person-centred care they provided. Staff told us this was made possible due to the matching process between people and staff, the quality of time spent with people that fostered the development of positive relationships, built up trust, and enabled the service to respond to people’s changing needs. A staff member told us, “One of the client’s close relatives struggled with applying creams, so I offered to take on that responsibility. It’s about working closely with clients and their families, adjusting care as needs change. I’ve never had any major concerns raised. Home Instead really prides itself on matching care professionals with clients.”

The provider placed importance on the scheduling of care calls to promote person-centred care, by facilitating staff arriving on time, and at a time which had been agreed with the person using the service. A core team of staff provided support, which included people who had a ‘live in carer.’ People’s and relatives’ comments reflected the importance of timeliness and consistency of staff. A relative told us, “My [person] has a live in carer, same 2 or 3 staff, who work on a rota doing all their care, cooking, cleaning and medical stuff.” Another relative said, “Seeing the regular carers is important, we like seeing the same faces, my [spouse] feels safe and likes them all, which is my priority.”

People were involved in the review of their care plans, which were accessible to people and their relatives. Relatives spoke positively of having access to ‘real time’ information through the Birdie App. A relative told us, “The care plan is on the Birdie App, every visit is reported on, even the meals and how she eats. It’s really useful.” A second relative said, “[Person’s] care plan was discussed at home with 2 carers and a manager, the Birdie App is a good way of keeping in contact.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The provider and staff worked well with healthcare professionals, and others involved in people’s care, to ensure people received continuity of care from everyone involved. This included where people had support from other care companies or received visits from health care professionals. A member of staff told us, “We liaise with healthcare professionals as routine.” A relative told us, “We receive care from another company who provides support for 2 hours whilst our regular carer had a break. This works well, they communicate well together.”

The provider offered support to work with care homes should a client move into residential care, to support a smooth transition.

Positive and supportive relationships developed between staff, the people they cared for and their relatives facilitated and enabled the provision of high-quality care. A staff member told us, “I feel the work I do is valuable and something to be proud of. I love that I make a difference. It is so rewarding. I have built up lovely bonds.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The provider and staff worked with health and social care providers and shared necessary information in support of people’s health and welfare. A documented titled ‘Data Protection Promise,’ outlined the provider’s commitment to protecting the privacy and security of personal information in line with the General Data Protection Regulation (GDBR) and Data Protection Act 2018.

The provider shared clear and transparent information with regards to contracts and charges.

People’s care records were electronically stored, and were accessible to staff, people who use the service and their relatives via the ‘Birdie App’. People’s care records were password protected, with staff having restricted access to the care records of the people they cared and supported. A staff member told us, “We have an app that we have to log into. We have a password. We can't see other people's clients as it is on a need-to-know basis.”

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

The provider had a complaint and compliments policy and procedure. The registered manager informed us they had not received any complaints from people or their relatives. People or their relatives had contacted office-based staff to share information. For example, when a carer was not thought to be the appropriate match for a person, or to advise a carer had forgotten to empty a bin, all of which had been recorded on the Birdie App. The registered manager advised, in such instances their response had been to look at removing the carer as soon as possible and replacing them with someone else. Information was cascaded to the staff team to remind them to empty the bin and add a task on [Birdie App] so that they were unlikely to forget next time.

Everyone we spoke with was knowledgeable as to how to raise a complaint and were equally confident any concerns would be responded to. Everyone was keen to stress they had never raised a complaint or concern. A relative said, “Never had to make a complaint, I would go to the manager, she would action anything immediately.” Another relative told us, “No complaints, carers go above and beyond regularly, If I phone the office, it is to congratulate a member of staff and give positive feedback.”

The provider engaged an external company to seek people’s views via a survey, and that of their relatives and staff, this service supported the provider in the retention, recruitment, and performance of staff. The analysis of surveys evidenced a high level of satisfaction across all areas. People’s feedback was also sought via the provider’s website, surveys, in person and via telephone calls, all of which provided further evidence of people’s satisfaction with the service they received.

Relatives consistently spoke of having provided feedback, and confirmed they received a response to their comments. A relative told us, “I have completed a review, and receive any outcomes from suggestions.” A second relative said, “I completed a survey last year, I was thanked for my input, very happy with the service and would highly recommend it.”

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

The provider had systems and processes that monitored people’s care and support needs, including health conditions. People’s care plans and records confirmed how people’s care and support was provided, monitored and reviewed. A relative told us, “Carers take [person] to appointments like the GP as they no longer drive.” Another relative said, “Staff take [person] to appointments, at the hospital, eye appointments and to the GP surgery.”

Staff spoke of the collaborative approach to ensure people’s health care needs were met. A member of staff told us, “I have a good relationship with [person’s] family, and we work well as a team, communicate about her health.”

The provider operated an out of hours and on call facility, to ensure support was always available. People and relatives were overwhelming in their praise of the responsive communication. A person told us, “I can always get hold of the office, communication is by e-mail or phone.” Another person said, “Communication is good from the office by e-mail or phone. A relative told us, “Communication is excellent, 24 hours a day, accessible staff, all amazing, even at weekends and Bank Holidays.”

Staff praised highly the responsiveness of senior staff and managers to any queries or concerns they had related to people’s care. A staff member told us, “The management is amazing. The manager is really busy, but she always takes the time to get back to you.”

Relatives spoke positively of the timely response they received when requesting changes to people’s care and support requirements. A relative told us, “The service is very personalised, initially [person] visit was 9am, which she felt was a bit late, so it was immediately changed to 8am, this was one way in which they were responsive to her needs.” Another relative said, “A very efficient company. For example, I asked for an extra care visit, it was acknowledged with a phone call to agree the change.”

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The management team and staff were alert to discrimination and inequality that could disadvantage different groups of people in accessing care, treatment and support. In recognition of this, the registered manager had advocated on behalf of people, with a view to enabling people to experience good outcomes. For example, the registered manager had raised a concern with PALS (Patient Advice and Liaison Service) on behalf a person who had been negatively impacted because they were unable to access a hospital appointment due to the hospital transport not arriving on several occasions to take them to their appointment.

The registered manager had worked to enable people to access community services. For example, they had accompanied a person to their local hair salon and demonstrated to the hairdresser how to adjust and tilt the persons’ chair so as they could reach the sink, and have their hair washed safely.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

People’s care records, where applicable, detailed their advanced wishes regarding treatment if their health deteriorated, which included a DNACPR (a document which records people’s advanced wishes should they stop breathing) and a ReSPECT form (a document which records people’s advanced wishes regarding treatment in the event they unable to do so). Staff were aware if people had either or both documents. A member of staff told us, “The person I support has a DNAR and a ReSPECT form, which are also on the app. If we need medical help, I can give all the necessary information.”

Relatives told us information about end-of-life care, including prescribed medicines, was kept up to date. A relative told us, “[Person] is on end-of-life care, so medication is kept up to date, care plan updated according to his condition.”

The provider had a designated End of Life team which supported people when they required palliative care. Training was provided to staff on end-of-life care.