Home Instead Wembley

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 service 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 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 made 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’s care was planned and personalised to meet their needs. Support plans detailed individual preferences, who and what was important to people and included their goals and aspirations. Staff told us they worked in line with people’s planned support whilst remaining flexible to meet their needs in the moment.

Staff were knowledgeable about what people liked and what their preferences were and how best to meet them.

People received consistent person-centred care and support. Care plans included personalised information and guidance for staff to make sure they treated people as individuals.

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.

Each person was supported by a designated core team of care staff to promote consistency and continuity in their daily support. Staff rotas were personalised to align with each person’s preferences and daily living patterns. Cultural and religious observances were also factored into care planning, ensuring people’s lifestyles and identities were respected in the way support was delivered.

Care and support were aligned with people’s personal goals and preferences, such as engaging with community hubs and social activities. Staff worked proactively with people to identify these aspirations during assessments and care plan reviews.

Where people’s needs changed, the provider held timely multi-agency reviews and liaised closely with healthcare professionals, and local partners to ensure care packages were adapted without delay. This approach supported continuity of care and enabled people to remain safely and independently in their own homes wherever possible.

A professional commented, “Home Instead has consistently demonstrated unwavering support, dedication, and a heartfelt commitment to improving the quality of life for both people living with dementia and their carers.”

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

Communication needs were identified, documented, and acted upon to ensure people received information in ways they could understand. Care plans clearly recorded individual communication preferences. The use of an electronic care monitoring system meant that care records, incidents, and communication logs were visible in real time, supporting both transparency and the continuity of care across staff teams.

Where people’s first language was not English, the provider made use of bilingual carers to aid understanding.

Systems were in place to hold confidential information, and the provider had systems to ensure compliance with the UK General Data Protection Regulations (UK GDPR). Service records were kept locked away or were password protected on electronic devices. This helped to ensure people’s private and sensitive information was only shared with authorised persons.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

Systems were in place to monitor the quality of the service and gain feedback from people and relatives. A comprehensive system was in place to obtain feedback from people about the quality of the service they received through their quality assurance process which included a next day courtesy telephone call after a new client started receiving care from the service, followed by a visit by a member of staff after four weeks of receiving care, followed by three monthly visits by management. There was regular contact with people so that they were able to build close relationships and ensure people felt comfortable raising issues.

The provider commissioned a yearly anonymous PEAQ (Pursuing Excellence by Advancing Quality) survey to measure people’s satisfaction. The last survey carried out in 2024 found that feedback was consistently positive.

People and relatives said the service listened and acted. Management and office staff checked in, adjusted times and care tasks quickly, and rematched care staff when language or personal preferences required it. Staff described a culture where feedback was welcomed.

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

People received care and support in line with their assessed needs, and the provider ensured this was delivered equitably, regardless of a person’s background, language, or culture. Barriers to access were removed by carefully matching carers who spoke the same language or understood a person’s cultural background, which helped promote trust and effective communication.

Information was made available in accessible formats, including bilingual support, large-print materials, and easy-read documents where needed. Care plans also reflected people’s religious beliefs and practices.

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 had a structured programme of training and mentoring that covered equality, diversity, and inclusion.

Recruitment processes were designed to build a workforce reflective of the diverse communities supported, with staff from varied cultural, linguistic, and religious backgrounds. Through ongoing supervision, competency checks, and mentoring, leaders ensured that people consistently experienced fair, equitable, and personalised care tailored to their assessed needs.

Staff were complimentary about working at the agency and said they felt valued by their colleagues and management. Staff were clear about their roles and responsibilities. They were aware of the importance of treating people equally regardless of their abilities, their background or their lifestyle.

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 systems in place to plan for people’s future needs. Leaders demonstrated that the service was equipped to support people sensitively and effectively should such needs arise. The registered manager explained that prior to any care staff supporting a person, they held a briefing with those staff. During this meeting, the registered manager ensured they highlighted important information about the person and their care and support needs. This was also an opportunity for staff to ask questions to ensure they were confident about what support they were to provide.

Staff received relevant training in areas such as advance care planning, person-centred risk assessment, and supporting people with dignity and compassion at the end of life. The registered manager explained that the provider maintained established links with local healthcare professionals, including district nursing teams and GPs, to ensure that future palliative or end-of-life care could be planned and delivered collaboratively.

People’s care plans included prompts to discuss future preferences and aspirations, where appropriate.