Bhandal Homecare

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.

This is the first assessment for this service. This key question has been rated good.

This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 made 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.

Staff had a good understanding of people’s specific likes and dislikes, wishes, preferences and care needs, they knew them as people not just about the tasks they performed when supporting the person. The service delivered care that was tailored to people's individual needs, preferences and circumstances. One relative described how staff supported their family member, who was living with dementia and often declined support. Rather than giving up, staff used a patient and consistent approach, continuing to offer support with meals, hydration and personal care while respecting the person's choices.

A consistent team of carers helped build trust and familiarity, enabling staff to develop positive relationships and adapt their approach to the person's interests, mood and communication needs. Staff also supported the person to remain engaged in activities they enjoyed, including trips to the hairdresser, having their nails done and going out for coffee. When they preferred to stay at home, staff provided companionship to reduce feelings of isolation. The relative told us the support had enabled their family member to remain living safely at home despite significant concerns about their wellbeing.

We saw how care plans were coproduced with people, relatives and professionals and the registered manager gave us examples which underlined the value they placed on person centred planning. They described a change in needs for a person supported and how this was being addressed with the person, to maintain independence with mobility.

This person-centred approach ensured care was tailored to people's individual needs and preferences, helping them to feel understood, involved and supported in a way that promoted their wellbeing and independence.

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.

Care was coordinated around people's individual needs and what was important to them. Staff worked effectively with healthcare professionals and other services to ensure people received joined-up care and support.Care records showed that people were usually supported by carers they already knew. Between 16 July and 26 September 2026, almost 98% of visits were carried out by a carer who had visited the person before within the previous month. For people who had been receiving support before this period, over 99% of visits were provided by carers they already knew. This helped to promote continuity of care and build positive relationships between people and staff.

People were supported to access healthcare appointments when needed, as well as activities and appointments that contributed to their wellbeing, such as visits to the hairdresser. Effective communication between staff and external partners helped ensure care remained responsive to people's changing needs. As a result, people received personalised support that promoted their health, wellbeing, independence and quality of life.

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

Staff engaged with people using their preferred method of communication including using person specific communication aids and providing information in a format that people understood to support them to make choices.

The provider demonstrated a proactive approach to overcoming communication barriers and ensuring people received information in ways they could understand. Care plans and staff discussions evidenced the use of tailored communication methods, including large print, pictures, communication boards, email, and face-to-face support to explain information such as rotas.

Staff understood that emotional wellbeing could affect a person’s ability to process information and adapted the timing and delivery of communication accordingly.

The provider also made reasonable adjustments for staff, including coloured overlays (tinted sheets placed over text to reduce visual distortions such as blurring or glare) for dyslexia, additional time for recording notes, and face-to-face training where online learning was not suitable. This inclusive approach supported both people using the service and staff to access information effectively.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

Staff took time to understand each person’s unique communication methods, including facial expressions and individual communication aids. They also invested in learning about people’s life histories and preferences which enabled them to interpret more subtle cues and respond to people’s needs.

People told us they had not needed to make formal complaints because any issues were addressed promptly through direct contact with the office. Feedback showed leaders were accessible and responsive, with concerns being resolved quickly and effectively.

People and their relatives were involved in decisions about care and support and were kept informed of any changes. The service was flexible in responding to requests and adapting care arrangements, enabling people to attend appointments, social activities and spend time away from home when they wished. Relatives valued the provider's communication systems, including the electronic app, which helped those living further away remain updated about their family member's care. Communication books and copies of care plans kept in people's homes also supported shared decision-making and ensured people, relatives and staff had access to up-to-date information. This helped people feel listened to and ensured care continued to reflect their individual needs and preferences.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The registered manager and staff gave examples of how they had supported people to access care and services which they may not otherwise have had the opportunity to do. Staff monitored people's health and wellbeing and acted promptly when concerns were identified. For example, when staff suspected a person may have developed a urinary tract infection, they contacted the person's relative, liaised with the GP to arrange an appointment and supported the person to access treatment. Where required, staff also collected prescribed medicines to ensure treatment could begin without delay.

People told us how staff had supported them to access appointments, gain emergency care and additional support hours through the local authority and this had often been outside of their scheduled care visits. Any hours that were not used were added to the person's visits as social calls.

This proactive approach helped people receive timely healthcare support and reduced the risk of their needs escalating. People and their relatives told us they were confident staff would take appropriate action when concerns arose and ensure people received the support they needed to maintain their health and wellbeing.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The registered manager and staff understood the factors that could affect people's ability to access care, support and treatment. They recognised both practical barriers, such as transport and distance, and personal barriers, including anxiety and previous negative experiences of care.

The registered manager used case studies and regular reviews to monitor outcomes and identify effective ways of supporting people. For example, one person had experienced poor care from a previous provider, which had left them feeling anxious and distrustful of support services. The registered manager explained, “As a service, we prioritised continuity of care, relationship building and specialist support to help build trust and confidence.” As a result, the person was able to engage with care and receive the support they needed.

Leaders monitored outcomes and shared learning across the staff team to ensure successful approaches were applied consistently. This helped ensure people received personalised support that responded to theirindividual circumstances and enabled them to achieve positive outcomes.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

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. The provider demonstrated a strong commitment to ensuring that people received exceptional, compassionate care at the end of their lives.

People’s initial care assessment and care planning formed part of their future planning, and we saw where people wished to explore future and end of life preferences, these open discussions were encouraged as well as coordination with GPs and other healthcare professionals to develop plans that reflected people’s wishes. This had enabled several people to remain at home, in accordance with their stated preferences, during the later stages of life.

During the assessment, we found the registered manager and staff approached these conversations sensitively and respectfully and ensured that people’s wishes were clearly documented, and staff used their knowledge of people’s preferences and personal histories to capture what mattered most to them. Staff also told us there was recognition of how difficult it can be for them when people they have developed a relationship with pass away and the support they were offered. We saw staff planning a funeral with a service user as they had no family and contacting the burial ground where other family members were buried in order to support the person to be buried with family.

We saw the appropriate documentation was in place where people had made advanced decision, for example do not attempt cardiopulmonary resuscitation (DNACPR).

As a result, people had plans in place that reflected their wishes and values, protected their rights and ensured their care would remain aligned with their wishes during times of uncertainty.