Home Instead Rochdale

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment, and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question Good. At this assessment, the rating has remained Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing, and communication needs with them.

The provider ensured that a thorough initial assessment was completed for each person before support commenced. The registered manager explained, “I carry out initial assessments where I support people and their families to develop a care plan tailored to their individual needs and the level of support, they are willing to accept. I review this regularly with people and their families and make changes when required.”

A relative also told us, “The manager discussed my relative’s needs in great detail, as well as identifying any risks within the home to ensure their safety.”

We observed that these assessments captured a comprehensive picture of each person’s needs, preferences, interests, and lifestyle. This enabled staff to develop an understanding of the individual prior to delivering support, ensuring care and treatment were effective and person-centred.

Staff explained how they continuously reassess people during each visit. One member of staff told us, “I am the first point of contact. If I notice any change, no matter how small, it is documented in the care notes. It is important we record everything so the office can monitor the person and, where necessary, make changes or contact other professionals.”

Review of care plans confirmed they were detailed, comprehensive, and person-centred. They included tailored support plans and risk assessments, clearly outlining personal preferences, health conditions, mobility needs, and communication requirements. Staff told us, “The care plans are so detailed that they allow us to provide consistent care and support that is always tailored to each person’s needs and preferences.”

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

Care plans clearly outlined how staff should support individuals according to their preferences, incorporating guidance and best practice from healthcare professionals. This included information on maintaining good hydration and nutrition. Care plans provided specific guidance on preparing food and drinks in ways that would encourage individuals to eat and drink regularly.

For example, one plan stated: “To encourage me to continue eating regularly, I would like my carer to prompt me at my lunchtime visit to choose what I would like for tea, in case anything needs to be taken out of the freezer.”

Where individuals had a catheter in place, care plans included specific guidance to ensure adequate hydration was maintained. They also contained detailed instructions on the placement and maintenance of catheters and drainage bags. Staff communicated with families when additional encouragement or support was needed to help individuals meet their fluid intake requirements.

Staff demonstrated a clear awareness of individual dietary needs. One member of staff said: “Some of the people I support have diabetes, so I need to be mindful of what they are eating. However, all the information we need is clearly detailed in the care plan.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff, teams, and external professionals worked jointly to deliver coordinated, person-centred care. The service demonstrated a strong culture of partnership and shared responsibility, ensuring people received consistent and effective support. Care plans reflected clear involvement from multi-disciplinary teams, including health professionals, families, and specialist services.

For example, care plans for individuals with complex needs incorporated input from social workers, district nurses, GPs, and occupational therapists. These plans were subject to regular review and adapted in line with professional guidance. This collective team approach had a positive impact on outcomes; for instance, one person’s care records demonstrated how joint working with multiple teams supported their acceptance of care and enabled safe and effective medication management.

Communication between staff was proactive and well-established. One staff member told us, “I am very happy with the communication between us. Having a dedicated team of carers for each person means there is good communication between ourselves, the person, their family, and the office.” This was supported by robust systems for information sharing, including communication books kept in people’s homes, structured handovers, and the use of digital platforms.

Staff reported feeling well supported and valued within their roles. They described regular team discussions and open communication with office-based colleagues. Leaders, including the registered manager, were consistently described as approachable and receptive to feedback, with staff feeling encouraged to share ideas for improvement.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice, and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The provider effectively supported people to manage their health and wellbeing, enabling them to maximise their independence, choice, and control. Staff worked proactively with individuals to promote healthier lifestyles and, where possible, reduce their future need for care and support. We saw examples of the impact the care and support provided by the service had on people, to enable them to reach their goals. One person managed to reduce the hours of care they required significantly and became independent enough to walk alone. Another person was able to use less invasive equipment to mobilise within their home by working with the staff to complete exercises given by external healthcare professionals.

People received highly personalised support that promoted their emotional, physical, and social wellbeing. Care plans were comprehensive and detailed, addressing not only medical needs but also personal preferences, daily routines, and what mattered most to each individual. For example, plans included clear guidance on maintaining skin integrity, nutrition, and hydration, as well as strategies to support mental health and sustain independence.

People were actively involved in planning and reviewing their care and support. They were regularly consulted about what was important to them and how they wished to manage their health and wellbeing. Staff consistently encouraged individuals to remain as independent as possible, supported by clear and practical guidance within care plans.

Feedback from relatives was overwhelmingly positive. One relative told us, “They chat away with (relative) and have great interaction to help keep their cognitive function as positive as possible.”

We also saw positive feedback from a healthcare professional, who reported that the provider’s support had made a significant difference to a person’s life. They observed an immediate change in the individual’s outlook, with the person going on to achieve their goals. This was attributed to the consistency of carers and their dedication to following agreed care approaches and guidance from other professionals.

The provider monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

Staff and management routinely reviewed individuals’ care and outcomes. Staff continually emphasised the importance of reporting any changes promptly to the office to ensure people were safely monitored and supported. The registered manager conducted regular reviews of people’s progress from the very start of their journey with the service, often initiating reviews within 24 hours of care commencing.

Families, stakeholders, and external healthcare professionals were proactively involved in reviewing individuals’ needs, with any changes discussed collectively to ensure a well-coordinated approach. One staff member told us, “I asked to be part of the review because I saw this person every day and knew them well; this was encouraged by leaders.”

We saw clear evidence that people using the service had successfully achieved their goals and outcomes, supported by staff who demonstrated an extremely person-centred approach. Care was focused on keeping individuals at the heart of all decisions. Comprehensive, holistic risk assessments were in place and, where appropriate, included consideration of cognitive and emotional triggers.

The service demonstrated a high level of flexibility. For example, when people’s care needs changed frequently over short periods, the same team of carers continued to provide support. This ensured continuity of care and reduced the likelihood of individuals experiencing distress or anxiety associated with unfamiliar staff.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

There were policies in place regarding consent and the Mental Capacity Act (MCA). Staff were aware of the MCA and received training for this and competencies were checked annually.

Peoples’ views and wishes were considered and reflected in their care plans. A relative told us, “They always ask (relative) for consent before they carry out any tasks, they never assume consent is given.” Where restrictions were in place mental capacity assessments and best interest decisions were made jointly with social work teams, families and other relevant people or teams and recorded in care records.