Home Instead Chichester & Bognor Regis

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• 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.

At our last assessment we rated this key question outstanding. At this assessment the rating has remained 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 organisation 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.

People and relatives were overwhelmingly positive about the service culture. One relative told us, “This agency is great and we would recommend them to others." Another said, “Communication is absolutely brilliant with these and we have nothing to complain about. I can honestly say there are no negatives."

The provider had an exceptionally well embedded and inclusive culture, where a clear vision of enabling people to live well, remain independent and achieve the outcomes that mattered most to them was consistently understood and demonstrated across all levels of the service. Staff, leaders, people and relatives shared a strong commitment to delivering person-centred care, and this culture was reflected in everyday practice, decision-making and service development.

Leaders demonstrated ambitious and innovative thinking whilst remaining focused on achieving meaningful outcomes for people. This was evidenced by the provider's work in developing the End of Life Network, promoting earlier conversations about future wishes, improving partnership working and influencing wider health and social care systems so more people could remain at home at the end of their lives if this was their preference. Leaders also strengthened their organisation-wide approach to NHS Continuing Healthcare advocacy following learning from people's experiences, introducing new tools and processes to ensure people and families could access the right support at the right time.

A genuinely person-centred approach sat at the heart of the service. Staff consistently adapted support around people's wishes, preferences and identities. Examples included supporting people to remain living in their own homes despite increasing complexity of need, respecting and promoting individual identity and lifestyle choices, and ensuring continuity of care at the end of life through dedicated teams who understood what was important to people. Care planning, matching processes and service reviews all focused on understanding the person, their interests, history, values and desired outcomes rather than simply delivering tasks.

There was a strong culture of listening, engagement and continuous improvement. Leaders sought feedback from people, relatives and staff through surveys, reviews, meetings and governance processes and used this information to shape service development. For example, concerns raised through staff surveys regarding communication resulted in the introduction of Slack, enabling real-time communication, improved connectivity between office and care staff and greater team engagement. Feedback from people also influenced the development of additional services and new community initiatives.

Staff consistently spoke positively about the culture of the service and described feeling valued, supported and proud to work for the organisation. One member of staff told us they had worked for the provider for 8 years and would recommend both the service and the provider as an employer. They described a supportive management team, excellent teamwork, meaningful relationships with people using the service and opportunities to contribute to service improvements through meetings, supervisions and team discussions. Staff also described a culture where concerns could be openly discussed and learning shared to improve outcomes for people.

There was a clear vision and strategy which was shared and embedded amongst the entire team. Strategic plans were in place and shared amongst the team during regular team meetings. The annual growth and business plan was ambitious and shared amongst the team, driven by growth and expansion, service development, and team improvements. There was strong collaboration and teamwork to achieve the targets and improve the quality of care and people’s experiences.

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.

Leaders inspired confidence amongst staff, people and relatives and demonstrated a strong commitment to continuous improvement and excellence. Staff spoke passionately about the support they received and consistently described leaders as approachable, caring and responsive.

There was strong evidence leaders knew people, staff and the service well. Leadership decisions were informed by feedback, quality monitoring, audits and direct engagement with people. Leaders proactively sought innovative solutions to improve people's outcomes. Examples included developing specialised end-of-life planning tools, creating a Returning Home Assessment for safe hospital discharge, implementing champion roles and introducing clinical pathways to support increasing complexity within community care.

Staff consistently described leaders as supportive and empowering. One staff member told us, “[Nominated individual] makes you feel like you are an important part of his team." Another said, “Our registered manager has actively taken the time to listen to staff and promote the fact that all staff, both office based and carers, are one team." This demonstrated inclusive and effective leadership at all levels.

People and relatives also spoke highly of leaders. Comments included, “Management are excellent at keeping in touch and they are very accessible and so helpful" and “I get on particularly well with the manager. She is always so friendly but also very professional."

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

The management team had created a strong speaking-up culture where people, relatives and staff felt confident raising concerns, sharing ideas and challenging practice. Leaders actively encouraged feedback and treated concerns as opportunities for learning and improvement. Evidence demonstrated concerns resulted in timely action and meaningful service improvements.

Staff told us they had multiple opportunities to raise concerns through supervisions, team meetings, support visits, TAC meetings and informal discussions with managers. They consistently stated they felt listened to and supported. One staff member explained regular meetings enabled them to seek feedback and raise concerns, and that staff discussions regularly took place to identify improvements for people using the service.

Leaders had strengthened concern-raising systems through the introduction of industry specific AI systems and enhanced incident reporting processes. Staff could escalate risks, concerns and observations which were reviewed and analysed to identify patterns and prevent recurrence. Lessons learned from incidents and complaints were shared across the organisation to improve practice.

Relatives confirmed concerns were taken seriously and acted on. One relative told us, “The office are good at responding and will do their best to sort anything as quickly as they are able to." Another said, “We feel that we can complain about things if we need to and will be taken notice of."

The management team strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The management team promoted an exceptionally inclusive culture where differences were valued and people were supported to be their authentic selves. Equality, diversity and human rights were embedded throughout care delivery, recruitment, training and workforce support.

Leaders recognised that staff who feel valued, supported and well are better able to provide safe, compassionate and consistent care. They took a proactive approach to workforce wellbeing by providing confidential health and wellbeing appointments during paid working time, removing barriers associated with cost, travel and availability for community-based staff. Staff spoke positively about the impact of this support. Examples included a member of staff accessing bereavement support and counselling, a care professional receiving support to manage anxiety, and another employee improving their wellbeing and attendance after being encouraged to prioritise their own health. Leaders used learning from this initiative to further strengthen support arrangements, including access to an employee assistance programme, counselling, wellbeing conversations, adjusted duties and personalised pastoral support.

The provider also took practical steps to ensure all staff could participate fully in organisational processes and were not disadvantaged by digital barriers. When a care professional was concerned about completing an electronic feedback form, leaders provided access to equipment and individual support to enable them to contribute independently. Staff described feeling more confident as a result, demonstrating the provider's commitment to inclusion, learning and empowerment.

These examples showed an embedded culture in which staff were listened to, individual circumstances were understood, and support was tailored according to need. As a result, staff wellbeing, confidence and attendance improved, helping to sustain a skilled and engaged workforce capable of delivering consistently person-centred care.

The provider also demonstrated inclusivity through recruitment and matching processes. Detailed staff profiles, interests and backgrounds were considered when matching staff with people to maximise relationships, engagement and compatibility. Staff told us these not only benefited people but also benefited them, meeting people with shared interests and goals. Leaders recognised that meaningful relationships improved outcomes and reduced the risk of isolation.

The organisation 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 exceptionally effective governance systems that were proactive, innovative and focused on achieving excellent outcomes. Feedback was sought through annual surveys and audits involving people using the service, relatives, care professionals and office staff. Feedback was analysed and used to develop action plans to drive continuous improvement.
The 2025 survey results identified several strengths, including high staff engagement, a positive and caring culture, strong training and support systems, and consistently positive feedback from people receiving care, who reported feeling safe and well supported. Areas for improvement included staff recognition, work-life balance, communication and career development opportunities. Action plans were implemented to address these findings, and evidence showed progress had been made, including the regular recognition and celebration of staff achievements on the provider's social media platforms.

People’s feedback also demonstrated high levels of satisfaction, positive communication and confidence in staff's understanding of individual care needs. Overall, governance systems enabled leaders to identify risks, monitor performance, respond to feedback and make improvements that benefited both staff and people using the service.

Leaders used a combination of audits, quality monitoring, feedback, incident reviews and technology-enabled oversight to continuously improve service quality. Governance systems were embedded and consistently effective. Innovative use of artificial intelligence enabled leaders to analyse incidents, complaints, accidents, safeguarding concerns and care records to identify emerging risks and trends. The information was used alongside professional judgement to improve care, identify deterioration earlier and ensure timely intervention.

Leaders maintained comprehensive oversight of care quality through annual governance audits, safeguarding audits, medication audits, support visits, staff supervision, client reviews and satisfaction surveys. Governance processes were not limited to compliance but focused on improving lived experiences and outcomes. Where areas for improvement were identified, leaders acted quickly to address them.

There were strong governance systems which directly improved outcomes for people. For example, repeated themes identified through data analysis resulted in proactive interventions, reviews of care plans and multi-agency involvement before risks escalated into crises. Emergency procedures had been implemented due to the heat-health alert which had been shared with staff, people and relatives. These measures ensured people continued to receive safe and effective care.

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.

The management team demonstrated exceptional partnership working that extended beyond the delivery of regulated care. Leaders actively influenced and strengthened wider community services to improve outcomes for older people, carers and local residents. Their work had a positive impact on people both within and beyond the service. A health professional said, "They are always looking for new ways to support people in the community, much more a how they can help/where are the needs approach than just to expand the business."

The provider played a leading role in establishing community initiatives including the End of Life Network, community forums, Care Shops and social inclusion projects. These initiatives brought together health services, voluntary organisations and community groups to reduce isolation, improve access to support and strengthen local networks. The agency actively worked to improve the wellbeing of older adults, unpaid carers, and vulnerable members of their community. The community engagement activities focused on reducing social isolation, improving access to information and support services, promoting independence, and strengthening local networks that help people remain living well in their own homes.

Leaders also demonstrated exceptional advocacy. Following delays experienced by people accessing continuing healthcare funding at the end of life, leaders worked with NHS partners, the UK Homecare Association and wider stakeholders to address systemic barriers affecting people across Sussex. This work extended well beyond individual care packages and demonstrated a commitment to improving outcomes across the wider health and social care system.

The provider supported a local bereavement charity by making a room within its office available for counselling sessions with families. This enabled bereaved people to continue receiving support and guidance when the charity was no longer able to provide home visits following the COVID-19 pandemic.

The community engagement activities focused on reducing social isolation, improving access to information and support services, promoting independence, and strengthening local networks that help people remain living well in their own homes.

The provider was a financial sponsor and supporter for a community lunch which was free each month for members of the local community who may be at risk of social isolation. The lunches provided a social opportunity for people to meet each other as well as being signposted for any further local amenities or further support that is needed.

The management team had been actively engaging with local Parkinson's UK groups across the Chichester and Bognor Regis area to strengthen awareness of available support for people living with Parkinson's and their families. This partnership working helped ensure that individuals living with Parkinson's had access to appropriate community resources alongside any care they may receive at home, supporting a more holistic approach to wellbeing and independence.

Health professionals described Home Instead as a valued partner within the local community. Feedback highlighted the provider's involvement in developing Dementia Friendly Communities, participation in local End of Life Care Networks and support for community initiatives, including helping to establish a new Care Shop in East Wittering. Community partners told us the service was "pivotal in developing many initiatives locally" and provided local charities with "support and wisdom" to help meet the needs of residents. Professionals also told us the provider was "always looking for new ways to support people in the community" and had developed a strong local reputation for delivering high-quality care.

The organisation 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 had a fully embedded and systematic approach to learning, improvement and innovation, which was central to how care was delivered and developed. Leaders actively sought opportunities to learn from incidents, complaints, compliments, feedback, changing risks and best practice, using this information to continuously improve outcomes for people and strengthen the service. This culture was understood and embraced by staff at all levels, who were encouraged to identify concerns, share ideas and contribute to service development.

Learning from incidents was comprehensive and resulted in tangible improvements. Accidents, incidents, medication errors and concerns were reviewed by the management team and analysed using digital systems to identify patterns and trends. Where themes were identified, lessons learned meetings were held and actions implemented to reduce the likelihood of recurrence. For example, following moving and handling concerns, the provider reviewed communication, training and risk management processes, resulting in updated training, improved documentation and strengthened support arrangements for staff. Medicine errors were similarly investigated, leading to changes in medicines storage and additional competency-based training.

Leaders welcomed feedback and challenge from people, relatives and staff and used this constructively to drive improvement. Complaints were investigated thoroughly and used as learning opportunities. Following concerns about communication and consistency of care, the provider developed more structured processes for informing families of staffing changes and reviewing care arrangements. Staff survey feedback also directly influenced service development. Following concerns about communication between office staff and care professionals, leaders introduced Slack, which provided real-time communication, improved information sharing and increased workforce engagement. Staff told us this had strengthened teamwork and enabled them to support one another more effectively.

Innovation was purposeful and focused on improving outcomes for people. The provider had embraced technology to enhance oversight, quality assurance and care planning. AI systems were used to review records, analyse incidents, identify emerging risks and support governance processes. Leaders demonstrated how this technology had helped identify patterns in people's needs, including deteriorating health, increasing risks and changing care requirements, enabling earlier intervention and more personalised support. However, professional judgement remained central, with management teams reviewing findings and determining the most appropriate actions.

The provider demonstrated a strong commitment to innovation beyond its own service. Leaders had developed new approaches to supporting people approaching the end of their lives, including introducing a Continuing Healthcare checklist to help identify individuals whose needs may require assessment for additional healthcare funding. This was embedded through staff training and organisational processes and aimed to ensure people and families could access the right support earlier. Leaders also used learning from individual cases to influence wider systems and had raised concerns regarding delays in end-of-life funding with senior NHS leaders and sector bodies to improve outcomes for people beyond their own service.

Staff were encouraged to contribute to improvement and development. Champion roles had been created to enable experienced staff to share expertise, support colleagues and lead improvements in specialist areas such as dementia care. Staff described an open culture where ideas were valued and where they felt empowered to suggest changes, raise concerns and participate in problem-solving. Quarterly team meetings, supervision, reflective practice and ‘team around the client’ meetings further supported shared learning and continuous development.

The provider also demonstrated innovation aimed at improving people's wellbeing and community connections. Examples included developing a local "What's On Where" guide to help people access community activities, establishing community partnerships to reduce isolation, launching initiatives such as Cloud Nine to help people achieve personal goals and experiences, and investing in specialist equipment such as a Raizer lifting chair to safely support people following non-injury falls while reducing reliance on emergency services. These initiatives demonstrated innovation that was purposeful, responsive to identified needs and focused on improving quality of life.