Home Instead Mid 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 93 (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.

There was an exceptional culture within Home Instead, Mid-Norfolk, focused on people and achieving the best outcomes for individuals which was instilled by managers and shared by all staff. The mission of the service was “to positively impact lives of people we support.” The values of the organisation were not treated simply as words or statements they shaped expectations, decision-making and the way the team approached their responsibilities. The culture had been created where standards, accountability and care quality really matter. The ownership of instilling this within staff is during induction, through communication, with the management team and at team meetings. The success of this approach could be seen via the latest staff survey where 97% of staff who completed the survey understood how their work contributed to the mission and 100% were clear about what was expected of them in their role. One of the office staff said, “Everyone, myself included, understand their roles and what is expected of them. We have SOPs [standard operating procedures] that make communicating with colleagues outside our local office efficient and easy and clearly set out procedures. The chain of command is clear.”

The success of the shared values, ethos and positive culture could be measured by the extremely positive outcomes people experiences and the high praise received from people and their relatives who spoke overwhelming of how the service was well managed, how quick they were to respond to any concerns and of the high standard of care provided. One person said, “There are no improvements that are required as I am more than happy with the service received. They are excellent.” Another person said, “I am lucky to have their help. They are 100% brilliant.”

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.

Home Instead, Mid-Norfolk, was exceptionally well-led by a management team who were highly skilled, experienced and knowledgeable, who led by example in embodying the provider’s values and exceptional positive culture, which was clearly reflected in the consistently high standards of care delivered. Their expertise and strong oversight ensured people received outstanding, high-quality care that was safe, effective and person centred. Managers at all levels demonstrated a detailed understanding of both the operational and individual needs of people, which enabled them to provide informed guidance and continuous improvement across the service.

Staff consistently told us how the management were committed to providing safe, person-centred care and supporting staff to perform their roles effectively. They found managers were approachable, training was readily available and there was a positive culture focused on achieving good outcomes for people. A staff member said, “I would like to just point out how incredible the management team at Mid-Norfolk are. They have been so supportive, encouraging and appreciative. We’ve trained hard, but we have also had some fabulous social activities. They really are the crème de la crème of managers.” Another staff member said, “There is always someone to speak to day and night, managers have experience in the field, everyone is clear on the aims of the company and support each other to uphold these.”

People, relatives and professionals. were exceptionally complimentary about the leadership. A professional said, “I have also seen a strong emphasis on understanding the needs of individuals and families. In discussions with the leadership team, they regularly demonstrate awareness of the emotional pressures families can face when seeking care, particularly where a loved one may be vulnerable, resistant to support, or at a point of changing need. The approach I have observed is thoughtful and person-centred, with an emphasis on respecting dignity, listening carefully and considering what is most appropriate for the individual.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Communication lines had been expanded to make things easier for staff to raise concerns, suggestions or give feedback. Feedback was actively sought and listened to. For example, from the staff survey in 2024 there had been a low management score and staff had said they had not felt empowered or had a voice. From this the registered manager created a transparent open office where staff could pop in and speak to anyone of the office team. Communication channels were expanded to include QR codes on key fobs for such things as safeguarding and links straight to the office. Focus groups were used to gain staff’s feedback. The following staff survey saw an increase in the same question of 17%. A staff member told us, “it now feels, very honest and open here which I believe leads to best practice.”

Staff had training on whistleblowing and were aware of how to speak up and raise concerns.

The provider 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 provider valued diversity within their workforce and supported staff exceptionally well. The management team not only knew people they supported well but knew staff well. One of the key ways they provided true person centred care was to know staff and ensure they felt valued, supported and empowered in their role, then to match them with people with similar backgrounds likes and interests so trusting, caring relationships were developed.

The management team had an open door policy at the office for staff to drop in for a chat and coffee and also organised social events to help the team bond and get to know each other. There was a staff recognition scheme in place to celebrate and acknowledge the achievements staff had made and to know they were appreciated and valued. Feedback was sought via questionnaires and regular focus groups to discuss staff’s ideas and suggestions to implement improvements in the service. Staff overwhelming felt they were treated fairly and with respect. One staff member told us, “The team at the Mid-Norfolk office are all amazing, they truly care about my welfare and are quick to praise.”

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 demonstrated a strong commitment to effective governance and high-quality management across the organisation. Whilst supporting 47 people, there was clear evidence that every person received personalised, person-centred care which reflected their unique needs, preferences and outcomes. Robust governance systems were firmly embedded and provided the management team with clear and consistent oversight of both risks and quality of care being provided. The provider used artificial intelligence systems to monitor and improve the service. This meant more data could be analysed consistently on a daily basis than with conventional methods of auditing. This created an exceptionally responsive system which proactively highlighted concerns and risk rated them for immediate attention and also identified themes and trends, so people received the care, treatment and support they needed in a timely manner. Where concerns or issues were identified, the registered manager maintained a detailed and live tracking record. Each concern was reviewed regularly to ensure actions had been effective or to determine whether further improvement were required. Action plans were in place to give oversight and monitoring of actions from a variety of sources including audits, results of surveys and outside monitoring. This improved outcomes for people’s wellbeing, health and safety. These systems had a massive impact in ensuring high quality, safe, responsive care was provided consistently. Conventional manual system for auditing and reviewing were still in place to compliment and give assurance on their accuracy.

There was quarterly provider audits and Home Instead’s national office annual audit, as well as cross-over auditing by the registered managers from the provider’s other care agencies to give objective oversight. The registered managers from all the provider’s care agencies meet regularly to share best practice especially following external audits such as by the Local Authority or medication reviews. These were further examples where the provider had been open to scrutiny in a truly honest manner and was keen to learn and implement to make improvements in line with best practice.

The provider had comprehensive and detailed polices which were clearly embedded in day-to-day practice. These policies reflected current legislation, guidance and best practice, which supported staff to deliver safe, effective and high-quality care. The management team demonstrated clear leadership and oversight and promoted a culture of accountability, continuous improvement and openness.

Staff told us the service was well-led and would recommend it to others. One staff member said, “The service is very well led. From my experience communication is free flowing, the management team are encouraging and supportive, always checking in to make sure everything is going well. The service is well organised. There is always someone to speak to, day and night, managers have experience in the field, everyone is clear on the aims of the company and support each other to uphold these.”

Feedback from people who received care, alongside a review of the provider’s compliments log and quality assurance processes, consistently demonstrated overwhelming positive experiences for people. People spoke highly of the service, and expressed high levels of satisfaction and trust. There was clear evidence the provider actively sought, valued and responded to feedback, and used this information to maintain and further enhance the quality of care delivered. One person said, “The service is very well managed with skilled carers. They are quick to respond and take on board any issues that require addressing and rectify immediately. I highly recommend them.”

This meant overall the provider’s governance and management systems were effective, well led and focused on delivering safe, high quality care with a clear emphasis on continuous improvement and positive outcomes for people.

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.

There was strong evidence of effective partnership working, with well-established relationships across health and social care professionals. Information was consistently shared in a timely and appropriate way, ensuring continuity of care and improved outcomes for people. Health care professionals told us they found the registered manager, “Very proactive and responsive with [their] communication, open and transparent and reported concerns and risks. They worked collaboratively with the team.” Another health care professional said they had found the staff and managers to be open, honest and transparent in the way they work, as well as responsive and receptive. They said, “Good verbal and non-verbal communication from everyone I have met from Home Instead. They knew [person] extremely well. [Person] had complex communication issues, which are accommodated well. Respect for [person] is very evident.”

The provider had built strong links into the community by organising such things as events in the community to raise awareness of such things as dementia and motor neurone disease (MND), where they had held quizzes and bingo to fundraise. The provider had also worked with a specialist consultant to organise a free event on dementia awareness and living with dementia. This was informative and gave practical tips for people supporting a loved one or those recently diagnosed.

The provider also recognised the importance of supporting people to remain active within their own communities. Staff often went the extra mile to support people beyond their scheduled care visits and help them to access social outings, activities and companionship. We saw evidence of people who had enjoyed outings to local cafes, museums, pubs and community events. For one person who lacked motivation and purpose for a hobby they once enjoyed and took pride in, staff organised with a local charity for them to create these items which they had a good use for. This gave them purpose, satisfaction and improved their wellbeing whilst helping others and reignited a lost passion.

Overall, the provider’s approach to partnerships and community engagement was outstanding. Their strong, collaborative relationships and innovative community initiatives ensured people experienced not only high quality, co-ordinated care but also enriched socially connected lives.

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 demonstrated a strong culture of continuous improvement, innovation and reflective practice. This empowered staff to provide responsive and creative support which enriched people’s lives and promoted positive experiences. By embracing artificial intelligence alongside effective governance and quality assurance processes the provider enabled staff to deliver genuinely person-centred care which consistently achieved positive outcomes for people and their families.

The provider had developed a positive culture of continuous improvement and learning throughout the organisation. Staff were not afraid to make mistakes and learn from them. Lessons were always learnt from accidents and incidents to drive changes to improve the service. Staff demonstrated creativity and initiative in overcoming challenges and improving outcomes for people. This was especially effective in helping people develop the confidence and independence needed to remain living in their own homes. People who shared their experiences with us consistently described the positive impact the service had on their lives.

The provider worked collaboratively with an expert coach to strengthen their leadership, systems and management capability. The coach said they had found, “a willingness from the owners and management team to look honestly at what is working well, identify areas that need further development and take ownership of improvement activity. The culture I have experienced is one of learning, accountability and continuous improvement.”

This showed the importance the provider gave to being open to scrutiny, continually reviewing systems to ensure they were robust and look at innovative ways to develop to ensure they carried on providing high quality person centred care going beyond just meeting people’s needs but also their wishes, goals and to keep people living independently at home for as long as they possibly could.