Home Instead Chichester & Bognor Regis

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

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 management team was exceptional at treating people with kindness, compassion and dignity. There was a visible culture of kindness and respect across all levels of the organisation, which was embedded in day-to-day practice and reflected in the experiences of people, relatives and staff.

The management team carefully matched care staff with people based on their interests, values and personalities and prioritised continuity of care, enabling trusting relationships to develop over many years. Staff understood that compassionate care was built through meaningful connections and consistently went beyond what people expected to ensure they felt valued, respected and emotionally supported.

People and relatives consistently described staff as kind, caring and respectful. One relative said, “The carers are all kind and caring towards her. They go above and beyond what they have to do.” Another said, “They are really kind to him and will sit and chat about the local history to him which he loves. They always do a bit extra.” Feedback gathered across the service showed people felt staff knew them well, treated them with dignity and regularly exceeded expectations through thoughtful acts of support and companionship.

Staff demonstrated exceptional commitment to maintaining open, honest and supportive relationships with people and those important to them. Care professionals routinely involved relatives in decisions and promptly shared concerns about changes in people’s health or wellbeing. One relative told us, “The slightest issue that dad may have such as a walking problem then they report to me immediately and also to the office and we are always involved in any decision making about his care.” Another relative described how staff provided additional support while they were abroad, giving them peace of mind that their family member was safe and well cared for.

The provider's culture of compassion was particularly evident when supporting people through significant life events and at the end of life. Staff adjusted their own working patterns to provide a person with a smaller, familiar team because continuity was recognised as central to their comfort, dignity and emotional wellbeing. They also supported people if they wished to remain at home at the end of their lives in line with their wishes, ensuring care was delivered with dignity, emotional reassurance and respect for what mattered most to them. These examples demonstrated care that was genuinely person-centred and exceeded what people and families might reasonably expect from a domiciliary care service.

The provider knew the positive impact of this approach through consistently strong feedback from people and families. Survey results showed 100% of respondents felt care professionals understood their needs and were compassionate. People described staff as “lovely”, “helpful”, “gems” and “absolutely wonderful”, and many spoke about the difference that consistent, caring relationships had made to their wellbeing and quality of life.

The management team treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Matching people with staff who shared similar interests, hobbies and personalities was embedded within the provider’s culture. Information gathered during consultations, alongside staff profiles, was used to create compatible and meaningful relationships which enhanced people's experiences of care. Examples included matching people who enjoyed sport, gardening, music, reading and conversation with care professionals who shared those interests. This enabled people to build trusted relationships and contributed positively to their wellbeing.

People were treated as individuals and supported in ways that reflected their personal needs and preferences. For example, one person found it difficult to accept that they required care and support. To help them feel more comfortable, the management team and the person's relative agreed that staff would not wear uniforms during visits and would introduce themselves as housekeepers rather than carers. This person-centred approach helped the individual accept the support they needed, while enabling them to build positive, trusting relationships with staff.

Managers demonstrated particularly strong practice in recognising and respecting people’s identity, values and beliefs. For example, staff supported one person to express their personal identity without fear of judgement. Through trusted relationships and consistent support, the person felt able to share that they enjoyed wearing clothes traditionally associated with the opposite sex. Staff responded positively and respectfully, supporting them to purchase clothing and personal items and ensuring care was delivered in a way that respected their identity and preferences. This demonstrated truly person-centred care which promoted inclusion, dignity and equality.

A person's health had deteriorated and, due to their choice not to use their prescribed mobility aid, they had not left their home for several months. To support them in safely accessing their local community, the staff team met to identify ways of reducing the risk of falls caused by fatigue or instability while enabling them to visit their local supermarket. It was agreed that a staff member would take the mobility aid during outings, allowing it to be used if needed. This approach effectively managed potential risks while promoting the person's independence and enabling them to enjoy visits to their local shop, which they valued highly.

The service also supported people to continue living meaningful lives. Through the Cloud Nine initiative, people were encouraged to achieve ambitions and experiences important to them. This included supporting people to visit the zoo, return to the theatre and participate in valued social experiences. The provider recognised that excellent care was about helping people continue to live fulfilling lives rather than simply meeting physical care needs. These experiences improved confidence, social connection and emotional wellbeing.

The management team was exceptional at promoting people’s independence, choice and control and consistently balanced risk management with people’s rights, preferences and aspirations. The provider supported people to understand their rights and have choices and control over their care, treatment and wellbeing.

People and relatives confirmed they remained involved in decisions about care and support. One relative told us, “They are always asking for suggestions about her care” and another said, “We are always involved in any decision making about his care.” This feedback demonstrated that people felt listened to, valued and empowered to influence how care was delivered.

Care plans were centred around what mattered most to people and staff actively encouraged people to remain involved in decisions about their care, routines and daily lives. A person’s care plan, for example, clearly identified their wish to remain living independently at home and outlined how staff should encourage them to undertake tasks for themselves wherever possible, whilst providing support only when required.

People were respected, listened to and empowered to make decisions about how they wanted to live, with staff consistently balancing positive risk-taking with safety. Care records demonstrated a strong focus on maintaining people's autonomy and involvement in decisions, including those relating to daily routines, relationships, community participation and end-of-life care. People and relatives consistently told us staff respected their wishes and preferences. One relative said, “They always ask him what he would like for his meals and even though sometimes it may be something a bit odd they are happy to accommodate him.” Another person told us, “They always ask what would you like us to do when they arrive.”

The entire team consistently embraced positive risk-taking. Staff worked with people, families and professionals to identify the least restrictive solutions available. Examples included supporting a person, who had a specific medical condition, to safely access public transport after their mobility vehicle became unavailable, and developing personalised medication support arrangements which enabled people to remain independent with medication management for as long as possible. The provider’s approach was focused on maximising people’s abilities rather than increasing dependence on services.

People’s choices were respected even during complex situations. A person wished to remain in the double bed she had shared with her late husband rather than use a profiling bed during the later stages of her life. Rather than focusing solely on risk reduction, the provider worked with healthcare professionals to develop safe and proportionate support arrangements that respected her wishes. As a result, the person remained in the environment that was important to her and was able to die at home in accordance with her preferences. This demonstrated an exceptional commitment to preserving autonomy and control at the end of life.

There was strong evidence of people's independence being maximised through personalised support and creative approaches. For example, a person wished to remain living in their own home and maintain as much independence as possible. Staff encouraged them to remain involved in decisions about their care, meals, activities and daily routines and supported them to continue hobbies and relationships that were important to them, including reading newspapers, completing crosswords and keeping in contact with friends. The provider also used technology and innovative approaches to maintain independence, including medicine prompts, technology devices as reminders and monitored dosage systems, helping people retain as much control over their medicines as possible.

The management team was exceptional at responding to people’s immediate needs and adapting support quickly when circumstances changed. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. The service had embedded systems, skilled staff and strong partnership working which enabled people to receive timely support that prevented crises, maintained independence and achieved outcomes that mattered to them.

People and relatives consistently told us they were confident any concerns or changing needs would be acted upon promptly. One relative said, “I would say they are excellent at responding to anything at all,” whilst another told us, “They always answer promptly if we call or call us back quickly.” The provider supported this responsiveness through a robust on-call system, requiring concerns relating to missed visits, risks to people's safety or changes in circumstances to be assessed, escalated and followed up promptly until resolved.

For example, the provider implemented a protocol to support people and staff throughout the amber heat alert covering the area. This included, leaving adequate drinks within reach of people and setting up hydration stations within people’s own homes using jellies and high water content fruit to reduce the risk of dehydration. It was also identified that prior to the heatwave there was a cooler weather period and some people have put their heating on a timer. For some people the heating had remained on high temperatures which added to the risk of heatstroke and dehydration. Care staff ensured that heating systems were appropriately set and that people had adequate ventilation throughout their house.

Staff were skilled at recognising deterioration and responding promptly to emerging risks. When concerns escalated regarding a person’s mental health, self-neglect, medicine management and diabetic instability, the provider recognised their needs had moved beyond what could safely be managed through routine domiciliary care visits. Staff made safeguarding referrals and coordinated support with mental health professionals, social care and healthcare services to ensure risks were addressed without delay.

Staff also developed their practice to meet increasingly complex health needs. The provider arranged nurse-led training and competency assessment for delegated healthcare tasks. In one example, a live-in care professional received training in blood glucose monitoring and insulin administration so a person could receive safe diabetes support at home. This enabled the person to remain in their own home, surrounded by their possessions and familiar routines, as they wished.

Following a person waiting several hours on the floor for medical intervention to support them to stand after a fall, the provider purchased a Raizer lifting chair carried by the on-call officer to support people following non-injury falls, reducing waiting times for assistance and improving people's comfort and safety. The on-call team had been trained and assessed to use the chair and followed a comprehensive protocol. These actions enabled people to remain safely in their own homes.

Managers consistently demonstrated flexibility when people's needs changed. Care packages were increased at short notice and reduced again when they were no longer required, ensuring support was proportionate and responsive. Relatives described how urgent support was arranged to facilitate hospital discharge and prevent unnecessary delays. A relative told us their loved one was assessed whilst in hospital enabling a safe and prompt discharge back to their own home. This had a positive impact on the person's wellbeing and recovery.

The impact of this approach was people received support when they needed it most, reducing the risk of hospital admission, preventing carer breakdown, enabling people to remain living in their own homes and giving relatives confidence that changing needs would be recognised and acted upon quickly.

The management team always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Managers recognised that staff who felt supported, valued and well are better able to deliver safe, consistent and compassionate care. To promote workforce wellbeing, confidential one-to-one appointments were arranged through Chichester Workplace Health as part of the West Sussex Wellbeing Programme. Sessions were held during paid working time at the office, removing barriers to access for community-based staff. Demand was high, leading to additional appointments, with 13 employees participating. Staff later reported positive outcomes, including improved emotional wellbeing following bereavement, reduced anxiety and increased confidence, improved attendance, and a sustained reduction in sickness absence. This proactive and responsive approach strengthened staff wellbeing, confidence and attendance, enabling employees to remain engaged and provide consistent, person-centred care. More broadly, the provider demonstrated an embedded culture of listening to frontline staff, balancing safety with people’s rights and independence, acting promptly on professional advice, using technology and practical adaptations creatively, and monitoring outcomes to ensure support remained proportionate and effective. This approach contributed to safer care arrangements, improved health outcomes, fewer unnecessary restrictions, greater inclusion and participation, preservation of people’s identity, and a workforce better equipped to deliver high-quality, person-centred care.

The management team actively listened to feedback and took action to improve staff experience. Following concerns raised through staff surveys about communication, leaders introduced a system called Slack which allowed real-time communication between office staff and staff. This improved the sharing of urgent information, enabled collaborative working and created peer support networks where staff celebrated people's achievements and shared positive outcomes. Staff told us communication between office staff and care staff was excellent and that they felt listened to and supported. Leaders recognised that staff wellbeing directly influenced people's experiences and had created a culture where staff felt valued, listened to and empowered. Staff consistently described the management team as supportive and approachable. One staff member told us, “My manager is very supportive and kind and is always there when needed for advice and support,” whilst another said, “All the opportunities to progress in the company and the support both from the management team and colleagues make this place a really positive place to work in.”

During the assessment process, a member of staff expressed concerns about completing CQC's electronic feedback form due to a lack of confidence in using digital technology. A member of the management team responded promptly by providing access to an office laptop and offering practical support to help the member of staff use and return the document. The staff member completed and submitted their feedback independently, without any influence over its content. This approach not only enabled the staff member to share their views directly but also increased their confidence and digital skills, helping to prevent digital exclusion. Reflecting on the experience, the care professional proudly said, “I’m not too old to learn!” This demonstrated the provider's commitment to empowering staff, valuing their contributions and creating opportunities for personal development and inclusion.

There was a strong focus on staff development. Staff received comprehensive induction training, ongoing specialist learning, competency assessments, supervision, field-based support visits and annual appraisals. Champion roles were introduced to develop expertise within the workforce and provide peer support. Staff were also encouraged to undertake specialist training in areas such as dementia, end of life care, Parkinson's disease, epilepsy and delegated healthcare tasks, enabling them to respond confidently to increasingly complex needs. The positive impact of this culture was evident in staff feedback. Staff described good work-life balance, strong teamwork and reduced stress. One member of staff said, “I thoroughly enjoy working for Home Instead. I previously worked for another care company and I was always stressed which thankfully has completely gone now.” Staff consistently reported feeling valued and supported, which contributed to continuity of care, strong relationships with people and a motivated workforce committed to achieving positive outcomes.

Managers demonstrated an exceptional commitment to staff wellbeing. Confidential wellbeing support was made available through workplace health services, counselling and employee assistance programmes. This resulted in meaningful outcomes for staff, including improved emotional wellbeing, increased confidence and reduced sickness absence. One member of staff who had experienced repeated sickness absence reported they “felt they'd got their life back” following support and subsequently had no sickness absence during the following three months. Leaders also offered flexible working arrangements, practical support, regular check-ins and pastoral support tailored to individual circumstances.