Home Instead Chichester & Bognor Regis

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• 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 outstanding. At this assessment the rating has remained 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 96 (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 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.

People and relatives consistently told us staff knew them well and understood their needs. One relative said, “The carers that he has are all so good with him and understand his needs. They all treat him in a respectful manner.” Another told us, “Our office always pair clients and care professionals with similar likes and dislikes.” These comments reflected the wider feedback we received about personalised care and strong relationships between people and staff.

Managers made sure people were supported to genuinely express their wishes and preferences, be at the centre of their care and treatment and worked in partnership with them, and those important to them, to achieve outcomes that reflected what mattered most to them. People received highly personalised care which reflected their individual preferences, life histories, interests, values and aspirations. Care and support were adapted when people's needs changed to ensure they remained in control of decisions about their lives.

For example, when supporting a person living with advanced dementia and without close family support, staff invested significant time in understanding and recording their life history, creating a detailed biography that preserved their identity and informed person-centred care. Information was shared across the care team and with those involved in the person’s care so that interactions, activities and decisions reflected their personal history, interests and values. Staff also recognised barriers to communication and introduced an iPad to support memory recall through visual prompts, including meaningful locations and experiences from the person’s past. Independent feedback from their attorney confirmed this approach had a profound impact on the person’s emotional wellbeing, helping them to reconnect with memories and maintain a sense of identity as their dementia progressed. The knowledge gained was consistently shared and used by the wider team, enabling staff to communicate with the person in a meaningful way and support decisions that reflected their wishes. This personalised understanding continued into end-of-life care, where staff successfully adapted essential equipment to reflect what was important to the person, helping them remain comfortable in their own home and ultimately achieve their wish to die there.

Care planning was centred on people's goals and desired outcomes. For example, a person’s care plan clearly recorded that their goal was to continue living safely and happily in their own home whilst maintaining as much independence as possible. Staff were provided with detailed information about what was important to them, including their routines, interests, family relationships and preferred ways of receiving support. This meant care was delivered in a way which reflected the person as an individual rather than focusing solely on their care needs. There was evidence of people being supported to maintain their identity, independence and lifestyle choices. For example, a person was supported to express their personal identity in ways that were important to them. This enabled the person to be comfortable expressing who they were without fear of judgement.

Managers demonstrated a strong commitment to supporting people to achieve meaningful personal goals through its Cloud Nine initiative. Staff worked closely with people, their families and local community networks to identify and fulfil individual wishes and aspirations, including once-in-a-lifetime experiences and activities that were important to people. By removing financial barriers and creating opportunities tailored to each person's interests, the initiative helped people maintain social connections, enhanced their wellbeing and confidence, and continue to live fulfilled and meaningful lives. Examples of wishes that had been fulfilled included flying in a plane, visiting a zoo and having afternoon tea. The impact of this approach embodies a ‘how to make things happen for people’ approach.

Staff demonstrated a strong commitment to equality, diversity and person-centred care by building a trusting and consistent relationship with a person who had complex health and support needs. Through continuity of care, the person felt safe, respected and able to express their identity openly without fear of judgement. Staff took the time to understand what was important to them and supported their personal choices in a compassionate and dignified way.

By recognising and respecting the person's preferences regarding their appearance and self-expression, staff enabled them to be their authentic self. They provided practical support to access clothing and personal items that reflected the person's identity, helping them overcome barriers they could not manage independently. This person-centred approach promoted dignity, independence, emotional wellbeing and self-confidence, ensuring the person felt valued, accepted and respected for who they are.

The management team had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The entire team worked proactively with people, families and partner agencies to ensure care remained coordinated, flexible and responsive when people’s needs changed. There was a strong focus on maintaining continuity of care and helping people achieve outcomes that were important to them.

People received support from small, consistent teams of care staff who were carefully matched based on their interests, personalities and preferences. Staff told us this helped people build trusting relationships and enabled staff to understand people’s needs and respond quickly to changes. The provider continually reviewed whether care arrangements were achieving positive outcomes and adjusted support where necessary.

People and relatives consistently told us the service responded well when additional support was required. There were examples of the service responding rapidly when people's circumstances changed. One relative told us, “Recently he needed some extra evening care and they put that in place very fast. He has perked up again now so that has been cut back again but we know they can help if we need it.” This flexibility helped people remain safely at home and receive the right level of support when they needed it.

Managers worked collaboratively with health and social care professionals when people developed increasingly complex needs. For example, concerns regarding a person’s deteriorating mental health, self-neglect and increased risks were escalated promptly to safeguarding, mental health services and adult social care. This ensured the person received appropriate support and oversight when their needs could no longer be safely met through domiciliary care alone.
 

The management team were exceptional at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Relatives described good communication from both care staff and managers. One relative told us, “Communication is absolutely brilliant with these, and we have nothing to complain about.” Another said, “Management are very good at communicating and they share her rota with me online.” The impact was that people and their families remained informed, reassured and involved in planning care.

The service demonstrated outstanding practice in adapting information and communication to ensure people could understand, use and act on information in ways that promoted independence, choice and wellbeing. Staff developed highly personalised approaches based on people’s individual needs, preferences and life experiences, enabling them to remain involved in decisions about their care and maintain meaningful connections with what mattered most to them.

The service also demonstrated innovative approaches to supporting people with cognitive impairment to understand safety information while retaining control over their lives. Another person living with Alzheimer’s was experiencing increasing difficulty remembering when food should be eaten, creating a risk of consuming out-of-date items. Staff recognised that verbal reminders alone were not effective and worked collaboratively to introduce a simple visual system using written labels, dates and organised food storage. Information was presented in a clear and consistent format that the person could easily refer to, reducing reliance on memory and helping them make informed decisions about their meals. Records showed the approach was embedded across the team and actively involved the person in organising and labelling food. This significantly reduced risks associated with food safety while preserving the person’s independence, dignity and sense of control. The approach enabled the person to participate in managing risks rather than having decisions made on their behalf, demonstrating a strong commitment to accessible communication and person-centred care.

Staff recognised a person had previously enjoyed reading but was no longer able to access books independently. They supported the person by reading to them during care visits and kept a shared record of progress so that different staff members could continue seamlessly. Records showed this approach was consistently followed and that the person looked forward to these sessions and enjoyed them. This improved their engagement, provided opportunities for meaningful conversation, and helped maintain emotional wellbeing. The shared recording system ensured the support was coordinated and sustainable across the staff team.

For other people who may have experienced anxiety or uncertainty about who would be visiting, staff provided photographs of regular care staff alongside visit schedules. This helped people feel more prepared, reassured, and confident about forthcoming visits.

Staff supported a person with a visual impairment who was unable to read written information independently but had capacity to make their own decisions. Important documents, correspondence, and schedules were read and explained in a way the person could understand, with sufficient time given for questions and consideration. Staff checked understanding and supported the person to express their own views and choices. This enabled them to remain actively involved in decisions about their care and maintain control over matters affecting their daily life.

The management team 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.

People felt listened to and confident that concerns would be acted upon. One relative told us, “We feel that we can complain about things if we need to and will be taken notice of.” Another said, “The office are good at responding and will do their best to sort anything as quickly as they are able to.” The impact was that people and families felt valued, respected and able to influence how care was delivered. The provider actively involved people and those important to them in decisions about their care and treatment. People's views, preferences and feedback were routinely sought and used to shape care delivery and improve outcomes.

Managers demonstrated a commitment to learning from complaints and using feedback to drive improvement. Listening to and acting on feedback from people was embedded within the organisation's culture. Care plans were amended to reflect people's individual needs, communication protocols were strengthened, staff received additional guidance and training, and ongoing reviews were implemented to monitor service quality. Families were kept informed throughout investigations, with a focus on resolving concerns promptly and maintaining confidence in the service.

Managers responded positively when people raised concerns. Complaint records showed concerns were investigated, actions taken and learning shared across the service. For example, where a family raised concerns regarding continuity of care, systems were reviewed to improve communication around staff introductions and changes to care arrangements.

In another example, at the end of 2025, a complaint was received from a family member who was dissatisfied with the continuity of care and communication regarding changes to the care team. Although a small, consistent team had been agreed during the initial consultation, multiple different care staff attended over a short period. The provider investigated the concerns, met with the complainant, and reflected on lessons learned. This led to the introduction of measures to strengthen communication, including plans to better record and communicate staff introductions, shadow shifts, and changes to care arrangements with people and their families.

Analysis of complaints identified recurring themes relating to care quality, communication, and staff conduct. Concerns included personal care, food management, cleaning standards, privacy, professionalism, and access arrangements. The provider responded appropriately by investigating concerns, communicating outcomes, and taking action where required. In several cases, staff members were removed from care packages, care plans were reviewed and updated, and working practices were changed to reduce the risk of similar incidents occurring again.
An AI analysis of compliments received between January and June 2026 identified overwhelmingly positive feedback regarding the care provided. People, relatives, and office staff regularly praised care staff for their professionalism, flexibility, compassion, and responsiveness. Feedback highlighted staff members' willingness to support individuals at short notice, adapt to changing circumstances, and provide reassurance during difficult periods such as hospital admissions, bereavements, and changes to care arrangements.

Compliments and complaints were reviewed monthly, with artificial intelligence used to identify patterns, trends, and themes. Records demonstrated that the complaints procedure was consistently followed, including investigations, meetings to discuss findings, and actions taken to address concerns and improve service delivery.

People and their families consistently described care staff as kind, patient, and dependable, recognising the positive relationships they developed and the meaningful impact they had on people's wellbeing. Compliments frequently referred to staff taking time to understand individual preferences, providing personalised support, and promoting people's comfort, confidence, and independence. Families also valued the consistency, reliability, and effective communication demonstrated by staff, reporting high levels of satisfaction with the care provided.

Records showed people were involved from the initial assessment and throughout reviews of their care. Care plans reflected what was important to people and included their goals, preferences and desired outcomes. Staff understood the importance of supporting people to make decisions and encouraging them to remain involved in all aspects of their care. People and relatives consistently told us they were involved in planning and reviewing care. One relative said, “I helped set up her care plan and they are always asking for suggestions about her care.” Another told us, “We are always involved in any decision making about his care.”

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

Managers worked creatively and collaboratively to ensure people could access the care, support and community resources they needed regardless of their circumstances, diagnosis or level of complexity. People were supported to remain connected to their communities and receive care in the way that suited them best.

The service developed strong partnerships with community groups and voluntary organisations to reduce social isolation and improve access to local support. Through involvement with community forums, dementia hubs, carers' support groups and community care shops, people were signposted to a wide range of practical and emotional support services.
People whose needs became more complex were supported to access specialist services and professional input. The provider advocated for people requiring continuing healthcare assessments, end-of-life support and mental health intervention to ensure barriers to care were addressed.

The management team also removed barriers and developed resources such as a ‘community activities guide’ to improve awareness of social groups, coffee mornings and local opportunities. This aimed to support wellbeing, community participation and independence for people both within and outside the service.

The impact was that people who may otherwise have experienced isolation, uncertainty or difficulty navigating services received support earlier and were better connected to their communities and available support networks.

Staff adapted information to meet a person's individual communication needs by providing their schedule in an enlarged, bold, high-contrast format. This made key information about visit times and care staff more accessible. Records demonstrated that information was personalised to support the person's needs and preferences, helping them understand and prepare for planned visits.

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.

There was evidence of staff supporting people to express their identity and live authentically. For example, staff supported a person to express their gender identity in ways which were important to them and assisted them to purchase clothing and personal items aligned with their wishes. Staff treated them with dignity and without judgement, enabling them to feel comfortable and confident being themselves.

Managers also demonstrated a commitment to achieving equitable outcomes for people approaching the end of life, people living with dementia and those with complex needs. Care was adapted around each person's wishes, values and beliefs rather than expecting them to fit around services.

The impact was that people experienced care that promoted dignity, inclusion, choice and wellbeing whilst enabling them to achieve outcomes that were personally meaningful to them.
The management team demonstrated a strong commitment to ensuring people received care which respected their individuality, identity, preferences and protected characteristics. Staff treated people as unique individuals and worked to achieve outcomes that reflected what mattered most to them.

Care planning and delivery reflected people's diverse needs, backgrounds and personal preferences. Staff were matched with people based on shared interests and personalities, helping people develop meaningful and trusting relationships with those supporting them.

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.

The entire team worked proactively with people, their families and partner organisations to plan for future changes in people's needs and circumstances. They anticipated deterioration and acted early to help people receive care and support that reflected their wishes, promoted continuity of care and reduced the risk of crisis. Planning was proactive, person-centred and focused on ensuring people's wishes remained central to decision-making. The provider said, “Our aim was to encourage earlier conversations about people’s wishes, improve partnership working and help more people understand that, where it is their preference, it is often possible to remain at home at the end of life with the right coordinated support.”

The agency had been accredited with the Gold Standards Framework (GSF) in end-of-life care supporting people who wish to remain at home in their final stages of life. GSF is the UK's leading evidence-based training programme designed to optimise end-of-life care. The GSF Domiciliary Care Programme equips care providers with the essential skills and knowledge to deliver outstanding home-based care, ensuring that individuals can live well at home until they die.

Managers and staff showed commitment in the support provided to a person and their family. As the person’s health deteriorated and they approached the end of their life, Home Instead worked proactively with health and care professionals to ensure their needs, risks, and personal wishes were fully recognised and understood. The provider advocated strongly for the person’s preference to remain at home, maintaining continuity of care through familiar care professionals during a difficult period. Despite delays in securing funding through wider systems, the provider continued to work closely with the person’s family and partner agencies to promote dignified, safe, and person-centred end-of-life care. Leaders used learning from this experience and similar cases to strengthen future practice by enhancing their approach to continuing healthcare (CHC) advocacy and end-of-life planning. This included introducing a structured CHC checklist to help staff identify when a person’s needs may be increasing and require early healthcare assessment or additional professional support, helping to improve outcomes for people receiving care.

The checklist supported staff to recognise changes in areas such as rapid deterioration, end-of-life needs, nutrition and hydration, skin integrity, mobility, communication, medication complexity, symptom control and family carer strain. Staff used this information to gather evidence, escalate concerns and seek timely reviews. This helped ensure people were identified for additional support at the earliest opportunity rather than waiting until their needs reached crisis point. The provider had embedded this approach through training, governance processes and ongoing oversight, demonstrating an innovative and forward-thinking approach to planning for people's future care needs.

People were supported to complete advance care planning documentation, including discussions about where they wished to be cared for, who they wanted involved in their care and what was important to them at the end of life. Plans were detailed and reflected people's individual preferences and values. For example, advance care plans recorded highly personalised wishes, including preferred surroundings, personal belongings and arrangements following death. This ensured staff, relatives and healthcare professionals understood what mattered most to the person and could provide consistent support.

There were multiple examples of people achieving their preferred end-of-life outcomes. A person was supported to return home from hospital and remain there with coordinated support from family, hospice services and professionals. Another person received care from a smaller, consistent team because continuity was identified as essential to their comfort, dignity and emotional wellbeing. A third person remained at home, in the bed they had shared with their spouse, surrounded by trusted carers and familiar possessions in accordance with their wishes.

The provider also worked beyond individual care packages to improve wider understanding of end-of-life care through community engagement and leadership in the End of Life Network. This promoted earlier conversations, improved partnership working and helped more people understand their options for future care.

The impact was that people retained choice, control, dignity and continuity throughout the later stages of their lives and were supported to achieve outcomes that reflected what mattered most to them.