Home Instead – Eastbourne and Hailsham

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding.This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff excelled in delivering kind and compassionate care. They always looked for ways to improve people’s lives. For example, a person had served in the armed forces and constantly spoke about their service. They were extremely disheartened they had not received any medals and had nothing tangible to demonstrate their service. Staff were highly empathic about the negative impact it had on the person. They contacted the relevant airbase to share the persons experience and requested recognition for them. The medals were issued and the person featured in the providers newsletter. This had a huge positive impact to the person’s wellbeing, and photographs showed them exuding pride holding up their medals. Another person lived with memory loss but responded well to music. A staff member brought in their guitar and played songs the person could sing to. With consent, staff recorded a home music video of the person singing which showed the person beaming with happiness. This was shared with family who could not believe the stimulation had such a meaningful impact for their loved one. Staff consistently demonstrated how they genuinely cared for and respected the people they supported.

The provider ensured people had a consistent staff team who took the time to get to know people. This ensured excellent positive relationships with people were consistently made and maintained. People and relatives consistently praised staff for their sincere kindness and how thoughtful acts made a difference to people’s wellbeing. Comments included, “Staff go above and beyond to make sure our needs are consistently met” and “Staff have helped [person] with their knitting and brought in craft items which they were working on to show to them. [Person] is very interested in knitting and dressmaking, and this has helped them with their interest and memory. [Person] has been touched by their kindness.” The provider’s culture of empathy and dignity had a positive and lasting impact on people’s experiences of care.

People said they felt treated as equals, that staff respected their individuality, and they always looked forward to their visits. Comments included, “I just had a new young lad, and he is fantastic. There is a bit of an age difference, but we talk about all sorts of things” and “They are really sympathetic and kind.” Relatives said the caring nature of staff gave them confidence and peace of mind, knowing their loved ones were being supported with kindness and understanding. A relative said, “[Person] really enjoys their company. If I go down to visit, [person] makes sure I don't clash with care visits because I know [person] will choose the staff over me.” This strong sense of trust and compassion created an atmosphere where people felt comfortable, reassured and able to live with confidence and dignity.

Professionals spoke highly of staff’s compassionate approach. One professional told us they, “saw the caring approach of Home Instead first-hand.” Another said, “Carers are kind and caring, they make the time to engage in conversation with their client.” This approach helped people feel comfortable and less isolated. Staff took genuine interest in each person and created meaningful social connection during every visit.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, unique backgrounds and protected characteristics.

People and relatives were delighted with the individualised care and support the service provided. The provider, staff and people shared passionately many personal examples of how protected characteristics such as age, disability and religion had not only been accounted for but been embraced. Care plans were exceptionally person centred, detailing life experiences and what was important to people. Information about people’s protected characteristics and diverse backgrounds were documented in a sensitive and respectful way. People told us staff took time to get to know them well and treated them as people rather than a “task to complete”. One person told us, “They always ask what I enjoy doing, and I appreciate that they get to know me as a person, not just my care needs. This makes me feel valued and understood and that the carers genuinely care about my wellbeing and happiness.” People were supported to set and achieve their goals. For example, one person had returned home after receiving long-term respite in a care home. They had to rehome their beloved pets and greatly missed them. The provider supported the person to work with a rescue charity to find a suitable match for the person’s lifestyle. As a result, the person got their perfect companion. This significantly improved their emotional wellbeing and quality of life. The provider’s consistent, personal approach gave people confidence that staff really understood them and made a positive difference to how they felt.

All staff demonstrated an exceptional understanding of what mattered to each person. For example, one person had a distinguished career in the army and despite their memory loss, this remained an important part of their identity. A staff member used their hobby of wood burning to create an image of the person’s regiment army cap badge. Staff presented this to the person on VE Day (Victory in Europe, May 8, 1945). This personalised gift gave the person something tangible to connect to their past, which they could see and touch to support their memory and conversation. Another person’s passion was playing chess, however, none of their staff team knew how to play. A staff member asked the person to teach them how to play. After some time, this led to some really competitive matches which the person cherishes. For another person, their religion was a vital part of their identity. They had been unable to attend church due to their physical and mental health deteriorating. Staff arranged for a priest to visit the person in their home to perform a religious ceremony. Staff supported the person to setup a special table with specific items to facilitate this personalised event. This had a significantly positive impact to the persons wellbeing by ensuring they felt valued as an individual. Feedback from all people and relatives consistently demonstrated that care was truly centred around their wishes and who they were as individuals, not just their care needs.

The provider had a strong organisational commitment and effective action to ensure there was equality and inclusion for everybody. For example, the provider recognised that not all people had family around at Christmas time. They created a Christmas card competition where staff supported people to create their masterpieces. The winner had their Christmas card design printed and they featured in the providers newsletter which was shared with all people using the service. People really enjoyed this event and told us about their competitiveness to win. The provider told us the competition was extremely popular and so successful they now hold it every year.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People told us staff encouraged them to remain as independent as possible and respected their right to make choices. They described how staff provided reassurance and support when needed but never took over tasks they could still do for themselves. A relative told us, “They always give [person] the time to do things, even if it takes longer. They never rush, and that helps them keep their confidence.” Staff understood the importance of listening and involving people in all decisions about their care. A staff member told us, “Absolutely, they are in control. Anything that is different or changed, we would ask. It’s about them, it’s not about you. It’s all done as per their wishes; it’s about respect and their choices and putting the individual in control of their lives.” This approach helped people to maintain self-esteem, feel capable, and retain control over their lives.

Professionals spoke highly of how the service supported people to stay independent and make choices. One professional said, “I have had a long working relationship with Home Instead and always found them responsive, caring and professional.” Another commented, “Home Instead are professional, caring and approachable. They are excellent at working with families to get things right”. This consistent and collaborative approach ensured people received joined-up, person-centred support that promoted confidence, wellbeing and independence.

The provider was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The provider was extremely proactive in seeking ways to prevent people becoming distressed or experiencing discomfort. People were highly confident to contact the provider in an emergency. For example, one person phoned the provider to say they were ‘stuck in a room and could not get up’. Staff immediately attended to support the person and protect their dignity. Another person who had frequent ‘minor’ falls would phone leaders for help. The provider had purchased specialised equipment so they could support the person to get up safely and in a timely way. People said this immediate action made them feel safe, confident and well cared for in their own homes. The provider’s highly responsive culture meant people’s changing needs were recognised early and addressed quickly.

People and relatives described how staff quickly noticed when something changed and acted straight away to provide reassurance or support. One person told us, “If I raise anything, they deal with it straight away.” Relatives explained, “When [person] was more confused than usual, they contacted the GP straight away. It was sorted within an hour” and “They are very proactive and identify difficulties quickly.” Staff were exceptional at recognising both verbal and non-verbal signs that someone might be uncomfortable, unwell or anxious. For example, one person lived with heightened anxiety. They did not talk at a certain time of day and would express themselves through their body language and use of gestures. Their care plan was extremely detailed around their communication needs, routines and what specific gestures meant. Staff knew the person exceptionally well and which strategies to use to alleviate their anxieties. As a result, the person’s anxieties reduced which had a significantly positive impact for them. This proactive communication prevented small issues from escalating and reassured people that their wellbeing was closely monitored.

People and relatives told us communication from the service was highly effective. One person said, “They always let me know if people are running late or if a different carer is coming.” A staff member said, “We always communicate with the family if there’s a concern, even if it’s minor, so they know what’s going on.” Professionals echoed this, saying, “Home Instead are professional, caring and approachable.” They confirmed that staff anticipated people’s needs and quickly escalated concerns. This exceptionally responsive culture ensured people avoided any preventable discomfort and distress.

The provider consistently demonstrated exceptional commitment to staff wellbeing and development. Leaders fostered an open and supportive culture that enabled staff to deliver safe, person-centred care.

The provider had a highly positive culture which normalised good wellbeing. Leaders showed exceptional awareness of the link between staff wellbeing and the quality of care. They ensured staff felt valued and supported which enabled the workforce to consistently deliver exceptional care to people. All people and relatives gave highly positive feedback about staff and provided examples of how they were genuinely caring and thoughtful, going above and beyond to deliver personalised care. Without exception, staff told us they felt valued, listened to and respected, describing how leaders genuinely cared about their welfare. They told us they were encouraged to discuss concerns openly and were supported when facing personal challenges. One staff member explained, “When I was struggling, they encouraged me to call the office whenever I needed to. They helped me get support and made sure I wasn’t overwhelmed.” The provider continually demonstrated how they supported the wellbeing of staff to ensure they remained motivated and passionate about delivering person-centred care.

The provider consistently demonstrated how they valued the diversity of their workforce. Without exception, all staff told us they were treated as individuals, and leaders valued their unique identities, backgrounds, experiences and views. We viewed evidence on how challenges were reviewed as a whole team. Leaders respected the varied insights and problem-solving approaches from their staff. Staff felt strongly supported in their roles. They told us their induction, training and ongoing support were consistently tailored to their individual and diverse needs, to bring out their unique strengths. Staff told us about their various personal challenges which included their physical and mental health, and caring responsibilities. They told us how leaders always offered personalised support and made adjustments to ensure everyday was a good day. Staff comments included, “I have never worked anywhere that cares so much about their team. If we are struggling, the office checks in and make adjustments to help” and “Management is understanding if I have a problem. They always ask how we are doing, not just about work but personally too.” There was a clear ethos of ensuring staff were well. This personalised approach empowered all staff to be confident and inspired them deliver compassionate and reliable care.

Leaders actively promoted progression giving staff opportunities to develop skills and build confidence. Achievements were celebrated through a values-based award scheme, birthday bonuses and personal messages of appreciation. One staff member said, “It’s lovely when they thank us for what we do. Even small things like a card or message make you feel appreciated.” This strong focus on recognition, communication and emotional support created a culture of trust and belonging where wellbeing was normalised through active listening and inclusivity. Staff felt proud of their work and remained motivated to provide outstanding care, which directly improved consistency and quality for people using the service.