Home Instead Senior Care

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.At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

A values-based recruitment process was in place to ensure staff were employed who demonstrated the provider’s vision and values. The registered manager ensured staff delivered care in line with those values during regular spot checks and supervision sessions.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.

The provider had 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 did so with integrity, openness and honesty.

The management team knew people well and were committed in improving the service to ensure people received high quality care. A relative told us “I have a very good relationship with management and office staff. They do back-checks on my relative’s health regularly. I would be more than happy to recommend Home Instead Plan, 10/10. We are both very satisfied and really pleased with the service”.

The management team held staff meetings regularly. Agenda involved staffing, people that received support and training. Management also gave staff opportunities to provide feedback on the service through surveys.

Staff were positive about the registered manager and nominated individual. A staff member told us the management were “fantastic.”

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

A whistleblowing policy was in place that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Staff felt able to speak up and they felt confident they would be listened to. There was a clear culture based on openness and transparency. People told us they felt able to speak up to the service if needed.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably.

Staff told us they felt listened to and included; with one example that staff told us being that they feedback that they prefer more face-to-face interactive training rather than online. The management team listened to this feedback and showed us how they are working on workshops and face to face training sessions to support staff knowledge and development.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager and provider completed a wide range of audits and checks, which monitored the quality of care and celebrated success.

There was evidence of a positive culture and commitment to improvement, and any issues were resolved immediately. The provider had systems in place to monitor incidents, safeguarding concerns, and missed visits, with no significant concerns identified in these areas.

The service had a clear structure for oversight, including regular team meetings, a duty system for out-of-hours support, and a call monitoring system that tracked staff attendance in real time. Feedback from people using the service was overwhelmingly positive and was analysed to inform service improvements.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Leaders worked in close partnership with health and social care professionals. This ensured people received a joined-up service to achieve their maximum potential. The provider worked well with external professionals and community partners to support people’s care. The service demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Leaders embraced advice, support and innovation from stakeholders to ensure they provided support which was in line with best practice principles.

The service had systems in place for learning and improvements with feedback being sought from, people, relatives and staff to ensure there was a culture of continuous improvement and to support the registered manager on enhancing overall service quality. Comments from the recent completed satisfaction surveys were positive.