Home Instead Rochdale

On this page

• 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 Good. At this assessment, the rating has remained Good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 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 received person-centred care and support from staff that focused on their individual needs. Care plans reflected people’s choices and preferences, enabling staff to deliver care and support in line with what individuals wanted, reflecting who people were as individuals and always ensuring dignity.

Care approaches across the service demonstrated creativity and genuine commitment to personalised support. We saw examples of a holistic approach to assessing people, focusing on them as an individual and not just their diagnosis. For example, preserving peoples’ interests, confidence and decision making. Care records for one person showed that emotional and cognitive triggers were assessed and through this it was recognised that the highest risk was during unstructured periods of the day. Call times and support were tailored around this, which included time scheduled for chats with no agenda, going for walks and playing games for cognitive stimulation.

The registered manager maintained effective communication with people and those involved in their care, ensuring their ongoing involvement in reviewing whether care and support continued to meet their needs. Any required changes were clearly documented.

A relative told us, “Care plans are updated with any changes in (relative) condition and always reviewed if (relative) has deteriorated, they are very professional and on the ball in making sure the care plan is fit for purpose and delivering everything required.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Care was planned in advance allowing for extra support if needed for appointments or other events. People had their own team of regular carers, which reduced any anxiety and provided continuity. The registered manager told us that the care planner would automatically block out the same carers for the same calls in line with staff availability.

People told us that they received care and support from the same staff and they were made aware of any changes in advance, one person told us ““The carers and office staff are very efficient and communicate with me when carers are being introduced and they are easy to talk to, times and dates for the care calls are discussed and agreed.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Communication needs were identified at initial assessment, including preferred verbal and non-verbal methods and whether representatives should be involved. These preferences were regularly reviewed and updated. Where needs changed, such as reduced understanding, staff adapted communication using short, clear, direct instructions agreed with families to support safety, independence, and engagement in care.

The registered manager ensured that documentation and information were accessible and adapted accordingly. For example, information was made available in alternative formats, such as large print, to support people with visual impairments.

The provider 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’s voices were clearly heard, and they were empowered to make meaningful changes to their care and support arrangements. We saw strong examples of how the service was flexible and responsive to individual needs. For instance, one person and their relatives requested a transition to a live-in care package, which had not previously been provided by the service. Following collaborative discussions with the care team, this was promptly arranged and ready for implementation. Subsequently, due to changes in the person’s circumstances, further adjustments to the care package were required. The service responded immediately and proactively, ensuring the revised support arrangements continued to meet the person’s needs effectively.

The provider demonstrated a strong commitment to continuous improvement by using an external organisation to conduct an anonymous Pursuing Excellence by Advancing Quality (PEAQ) survey. This captured the views of people using the service, their relatives, and staff. The results were actively used to inform service development and drive improvements. Findings were shared openly through meetings and newsletters with people and staff, promoting transparency and a shared understanding of changes made.

People and their relatives consistently told us they felt actively involved in decisions about their care. They described being included in regular reviews and said the provider sought feedback both formally and informally. Communication from the office was described as consistent, open, and supportive. Comments included, “We are very involved in regular reviews of (relative’s) care.” “The manager keeps in touch via emails and also pops in to see (relative).”

The provider made sure that people could access the care, support, and treatment they needed when they needed it.

The registered manager told us treating people fairly, equally, and empowering them to give their views, and understand their rights was paramount to the organisation’s vision and values.

Their experiences regarding discrimination were listened to and used to ensure their needs were met and they received the support they needed in a way they wanted. There were processes and systems in place to protect people regarding their care, treatment, and support in promoting equality, removing barriers, and protecting their rights.

The staff and the registered manager regularly consulted with other services in adjusting people’s care and advocated for their wellbeing. For example, they helped people access healthcare assessments and equipment for their homes so they could be supported safely. A healthcare professional told us “The consistent care team for (person) made a huge difference in their rehabilitation and emotional confidence. Without their support the rehabilitation goals may not have been met.”

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support, and treatment in response to this.

The provider demonstrated a strong commitment to equity, ensuring that all people, regardless of their individual circumstances, received fair, inclusive, and personalised support. This person-centred approach was clearly embedded in practice, particularly in how staff consistently advocated on behalf of people with complex or evolving healthcare needs.

We observed examples where the provider acted as an advocate, supporting individuals to access timely medical intervention and facilitating effective communication with healthcare professionals. This proactive approach not only helped to safeguard people’s health and wellbeing but also upheld their rights to be heard, respected, and treated with dignity.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider had developed a document titled “The End-of-Life Companion” to support staff in understanding what to expect when providing care to people and their relatives at the end of life. This guidance outlined key indicators to be aware of and emphasised the importance of delivering compassionate, person-centred support during this time. It also recognised the emotional impact end-of-life care can have on staff and signposted the availability of the Employee Assistance Programme, alongside providing contact details for additional support resources.

During the assessment, we found that end-of-life wishes were recorded in care plans only where individuals had a known life-limiting condition and had already expressed their preferences. We discussed this with the registered manager, who acknowledged the need to sensitively and proactively explore people’s wishes, rather than relying on individuals to initiate these conversations. They recognised that understanding people’s preferences is key to ensuring their wishes are respected and that staff can act in their best interests.

The provider responded positively and, by the end of the assessment, had updated service review documentation to include a dedicated section on future planning. This supported timely and person-centred discussions, enabling people’s end-of-life wishes to be recorded and reviewed, ensuring care remained responsive to changing needs.