Home Instead North Norfolk

On this page

• 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 outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 100 (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 very clear shared vision, strategy, and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider’s mission statement was ‘to positively affect the lives of people across our area’ and the evidence found at this assessment confirmed the provider had consistently met this aim with some people telling us the service regularly exceeded their expectations. We measured the success of the provider’s shared values, ethos and positive culture by the extremely positive outcomes people experienced and their high praise for the exceptional care they received. A relative summed this up by telling us about the impact the service had had on their family member. They said, “[Family member] has formed positive relationships with the carers, their confusion and fear have reduced, they now go out more regularly for pleasant trips, they eat regular, proper meals again and enjoys them and their home is clean and organised, significantly improving their comfort and living conditions.” All of the people who provided us with feedback, including the people who used the service, their relatives, partners, and staff, without exception, said they would recommend the service. Their reasons for doing so included quality, knowledge and skills of staff, responsiveness and communication, reassurance for relatives, improved wellbeing and emotional stability, reliability, and an exceptionally kind, helpful and proactive culture.

Through discussion and feedback, staff demonstrated their shared passion and commitment in delivering the provider’s mission, aims, and objectives to ensure people received consistently outstanding care. Every staff member confirmed they worked to the same dedicated, distinctive, and positive culture and values. One staff member said, “[The registered manager] leads by example, promoting the values of respect, dignity, and compassion in the care we provide. The manager ensures that policies, training, and procedures are followed so that both staff and clients feel safe and supported. Overall, their leadership helps create a positive and supportive working culture where everyone works together to deliver high-quality care.” Another staff member told us, “I think [the provider’s] emphasis on empathy, respect, and dignity, and person-centred care, is exactly what I would want for my loved ones. They care very much about the quality of care we offer and go out of their way to make sure we deliver the best for every client.”

The provider had exceptionally 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 always did so with integrity, openness, and honesty.

The feedback we received consistently demonstrated staff at all levels embodied the provider’s values and exceptionally positive culture, with management leading by example. The people who used the service, their relatives, professionals, and staff, without exception, spoke highly about the provider, the registered manager, and their team of leaders. They spoke about a culture of kindness, responsiveness, continual improvement, and commitment to ensuring a consistently high quality, person-centred service was delivered at all times. One person who used the service told us, “I’ve had some unpleasant encounters with other care companies in the past but since Home Instead North Norfolk have come along, all is well. The management team will always listen and resolve issues to meet changing needs. To be honest, they are head and shoulders above the competition.”

Staff and partners overwhelmingly agreed the provider and their management team were knowledgeable, supportive, caring, honest, and inclusive; they told us the whole team demonstrated these positive attributes. One staff member said, “I can’t fault the management, they are outstanding, always helpful, and supportive to me and can answer any questions I may have. I love working for Home Instead North Norfolk. I am heard and respected at all times and it’s such a great team, we all help each other.” A partner gave us detailed and exceptionally positive feedback on the way the service was led. They said, “[The provider] has invested in their own development as leaders and in strengthening capability of their management team across the organisation. There is a clear culture of reflection, learning, and continuous improvement, with a willingness to review how things are done and identify ways the service can continue to improve.” Another partner explained how systematic and methodical leaders were, which had supported the delivery of consistently high quality and sensitive care. They said, however, that the management approach was always done in a very ‘human way’ and felt staff worked in a ‘therapeutic’ way with the people who used the service.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard; this was clear from the records we viewed, our interactions with the management team, and from the people who provided us with feedback. This nurturing, positive, honest, and compassionate culture was threaded throughout the service and was a contributing factor to the outstanding service delivered. People who provided us with feedback agreed this was a defining aspect of the service. For example, a relative said of the service, “They know [family member] has dementia and they’re unfailingly polite, kind and supportive.” Whilst another relative told us of how the open and transparent culture nurtured by the service allowed them to raise some concerns about a staff member and how improvements had been made as a result. They said, “A previous one-off incident led to major improvements. [The service] has upped its game considerably. Staff seem dedicated and focused on doing the best for [family member].” A partner agreed the exceptionally positive culture meant concerns could be raised without fear; they told us, “I have never had to raise a concern with Home Instead North Norfolk but would feel comfortable doing so as I know there would be a joint response working towards a solution together.” Without fail, staff told us about the kind, compassionate, and fostering culture the provider had nurtured and how this positively impacted on them as individuals and the care people received. For example, one staff member said, “The culture within the service is a values-led culture. Everyone aspires to the company’s values and treats each other with respect and dignity, from the people who use the service to care professionals to the office team and beyond.” Another staff member explained how the provider’s values and principles drove the culture of the whole staff team; they said, “Everyone I have spoken with, from office managers to the upper management and directors show an obvious passion and commitment to their work. The job is not just a job for them; I can tell they genuinely care about people and the business and they are very approachable.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved the equality and equity for people who worked for them. The provider showed a high level of empathy for their workforce and embraced them as individuals; this had resulted in staff feeling consistently valued and cared for. Staff gave exceptional feedback on how they were treated as individuals and told us this compassionate, considerate, and caring approach had been in place from the very start of their relationship with the provider. Staff told us they felt recognised, listened to, never judged, and accepted for who they were. We consistently saw examples of where the provider had delivered distinctive person-centred support to their workforce. This included in relation to health and disability needs, personal circumstances, and providing bespoke induction, support, and training for staff to meet their diverse and individual needs. One staff member said, “I lacked confidence but was given so much training and immense support that this job has impacted my life in such a positive way.” Another staff member, who had received support from the provider for a health condition, told us, “I have had an amazing experience with Home Instead North Norfolk from the beginning with the interview process and the training alongside regular supervision and support visits. I really feel looked after here. It’s an amazing company. I really talk highly of them as its much deserved.”

The provider valued diversity in their workforce and took steps to ensure their workforce represented the population of people using the service. In honour of one older much-valued staff member who had sadly passed away, the provider, in collaboration with the staff member’s family, had introduced an annual award named after them. The provider said, “[Staff member] consistently looked for ways to go above and beyond routine care, focusing on improving quality of life and bringing joy to the people they supported. Their positive attitude, sense of humour and ‘can-do’ approach made them deeply valued by clients and colleagues alike.” The annual award formed part of the provider’s wider staff recognition programme and served as an ongoing reminder of the impact compassionate care can have on people’s lives.

The provider told us that recognising and valuing their staff as individuals was central to their culture. An extensive staff recognition scheme was in place which was under review at the time of this assessment to introduce new ideas and to continue to celebrate and support staff. The provider had sought staff ideas and suggestions on this to ensure they continued to feel appreciated. Staff were exceptionally clear on how the provider treated them fairly, with respect, and as individuals. One staff member said, “The job can be emotionally upsetting but the management team support us. I find [registered manager] is absolutely on the button: honest, fair, and very personable, always got time for you but can be hard when they need to be. I feel part of the team, valued. [Registered manager] is a good manager; they look after us.”

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

The provider had artificial intelligence systems (a branch of computer science that develops systems capable of performing tasks requiring human-like intelligence) in place to monitor and improve the service which meant more data could be analysed, on a consistent basis, to monitor the service and rectify any identified shortfalls. We saw this worked in an exceptionally responsive, personalised, and proactive way which had positively contributed to the outcomes, wellbeing, health, and safety of the people who used the service. When the system identified concerns, trends or shortfalls, management staff would be alerted so immediate action could be taken. This meant any issues were identified early and could be rectified promptly; these systems had had a significant impact on the exceptionally high quality, safe, effective, and personalised care people received. However, manual checks and audits still took place to compliment these systems and included regular monitoring of staff competency and skills. Staff told us these provided them with a supportive process that helped them to develop and grow. One staff member said about their appraisal, “[The registered manager] allocated plenty of time for the appraisal and appreciated the preparation I had done. [The registered manager] was a good listener and balanced their feedback. They encouraged me to be positive about myself and did not focus on problems but solutions that we drew up together.”

The partners who provided us with feedback agreed robust and highly effective management and accountability systems were in place that had contributed to the delivery of an outstanding level of service. One partner said, “With Home Instead North Norfolk, you know who is responsible for each action. A plan is implemented and everyone knows who is responsible for what.” Another partner agreed and told us, “From a leadership perspective, there is a clear focus on building a well-led organisation where expectations are clear, responsibility is shared across the management team, and individuals are encouraged to take ownership of their roles. While the provider delivers strategic leadership and direction, the local management team are empowered to lead the service day-to-day.”

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

We saw many examples of where the provider had worked effectively with partners at the benefit of those people that used the service and the partners we spoke with gave consistently exemplary feedback on the service. They told us the service worked collaboratively, imaginatively, and proactively with them and that the service’s focus always remained on the people who used the service, devising care and solutions that met people’s needs, wishes and preferences. One partner said, “I have seen a clear commitment to working collaboratively with other organisations and partners within the local community. The leadership team recognise that providing good care often involves working alongside other health and care professionals, and they place clear importance on a joined-up approach to supporting the people who use the service.” Another partner told us, “The service regularly seeks advice and improvement ideas rather than responding only when issues arise.”

The provider had forged strong links within the local community which had benefitted those people who used the service, particularly as the area the provider worked in was a large rural area of Norfolk where isolation is a significant risk. Their office was prominent and accessible and hosted regular events. For example, they celebrated significant days such as those that brought awareness to subjects that affected the group of people the service supported (such as arthritis, dementia, nutrition, and hydration). We also saw the provider had collaborated closely with a specialist consultant to design and implement an information session for people living with dementia, and their loved ones, which the provider delivered to groups within their local community. This provided information and resources to support people facing dementia.

Staff had also organised and taken part in fundraising events for charities the provider supported, all benefiting the group of people the service supported in their local community.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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’s strong focus on continual learning, forward-thinking, and an open and inquisitive approach meant staff were empowered to deliver unrushed creative care and support that enhanced people’s quality of life. By embracing artificial intelligence governance and quality assurance systems, the provider had accredited staff to provide genuine individualised care that sought to consistently achieve positive outcomes for people and that of their families. We saw how staff used inventive practice to overcome barriers and improve people’s lives, particularly in relation to building people’s confidence and independence to allow them to remain living in their own homes. The people who provided us with feedback told us the positive impact the service had made on their lives.

The provider and registered manager understood the importance of engaging in pilots, projects, and networks to enhance practice. They demonstrated their passion in continual improvement and making the service the best it could be. For example, the provider engaged freelance consultants to guide the business and ensure it was delivering high-quality, specialist care that enhanced people’s lives in an individualised manner; this included delivering bespoke training on people’s individual needs. They had also employed a nutritional therapist that delivered training and advice to staff but also the people who used the service. This had resulted in a bespoke recipe book designed for those that used the service to encourage and support heath, wellbeing, and good nutrition. Staff had become Dementia Friends, an initiative led by the Alzheimer’s Society that aimed to increase understanding of dementia and reduce stigma. The registered manager was proactive in engaging with current best practice guidance and learning resources and the registered managers from all 4 of the provider’s domiciliary care agencies audited each other’s services for transparency and to share learning.

The positive culture the provider had nurtured meant all staff demonstrated a passion to deliver high-quality care with an open and curious mind that was responsive to continual learning. This shared ethos ensured lessons were always learnt and incidents and concerns used to improve the service. One staff member summed this up by telling us, “Open and honest working relationships make this possible.”