Home Instead Wembley

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 79 (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.

Leaders promoted a clear vision focused on improving access to culturally aligned home care. This commitment was reflected in how the provider matched carers to people’s language, cultural background, and religious preferences, ensuring that support felt personal and respectful.

Staff had access to a comprehensive service user guide, alongside up-to-date policies and procedures that promoted safe and consistent care. A business continuity plan was also in place to ensure the provider could maintain essential services in the event of disruptions, giving assurance that people’s care would not be compromised.

Feedback from people, families, and professionals described a positive organisational culture where people felt respected, supported, and valued. Relatives highlighted that care was delivered with dignity and that staff promoted independence and belonging.

The provider had exceptionally inclusive leaders 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 always did so with integrity, openness and honesty.

The registered manager was experienced and had a management in care qualification. They also had a Master’s Degree in dementia. In June 2025 the registered manager won ‘Best Registered Manager in Dementia care’ at the Dementia Care Awards and won an award for Dementia Specialist at Stars of Social Care Awards. The registered manager told us they had a passion for removing the stigma around dementia and improving the lives of those living with dementia. They ensured that their knowledge of dementia was shared with the rest of the staff team so that they implemented this in their day to day work to help positively impact people’s day to day lives.

Staff were complimentary when speaking about the registered manager and said that they had made positive changes since joining the agency. A member of staff said, “The manager handles things head on and is very professional. There has been an improvement with the new manager -100%. There is more structure and discipline, and it is a more professional workspace.” Another member of staff said, “The manager is very caring.” This member of staff went on to explain that they had encountered a difficult situation and the registered manager stepped out of a meeting to support this member of staff.

There was open communication between management and staff. Regular meetings and effective communication between management and staff provided them with an opportunity to discuss people’s individual support needs and the running of the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A member of staff said, “The manager is always willing to listen.”

Staff told us they felt confident raising concerns and knew how to report safeguarding issues. They said they would escalate any worries about people’s safety directly to the registered manager and, where needed, to the local authority safeguarding team.

Management operated an open-door policy and welcomed feedback from staff.

There were procedures for responding to concerns and to support staff to feel confident speaking up. Systems were in place for staff to raise anonymous concerns.

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.

The provider demonstrated a commitment to equality, diversity, and inclusion by taking practical steps to remove barriers and respecting staff’s religious and cultural needs. Leaders aimed to build a workforce reflective of the people supported, matching carers to individuals by language, culture, and personal preferences wherever possible. A member of staff told us, “They are good at matching clients to care staff. A good relationship is prioritised and compatibility is important so that there is a positive rapport.”

Staff described feeling respected, valued, and supported. People received care that was not only safe and personalised but also culturally appropriate.

Leaders had a clear quality improvement plan in place and demonstrated how they used feedback from people, families, and staff to shape ongoing changes. Staff spoke positively about working at the agency and said that their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity.

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 provider used a comprehensive care management system that supported governance and oversight. This system enabled real-time rota management, visit verification, task tracking, and incident logging, which helped leaders maintain a clear and up-to-date view of service delivery.

The provider used a care management system as a fully paperless, real-time platform that supported effective governance and oversight. The system enabled leaders and staff to manage rotas, allocate tasks, monitor care plans, log incidents, and verify visits, which improved both transparency and responsiveness across the service. The provider also used this to identify training needs and any trends that required attention.

Leaders monitored the quality of care through a combination of regular audits, staff supervision, and frequent contact with people and their families to gather feedback. Where improvements were identified, leaders acted promptly to implement changes and communicated these clearly to staff and relevant stakeholders.

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

The service actively collaborated with a wide range of external partners to ensure people received safe, effective, and culturally appropriate support. The service maintained strong links with local community organisations, such as family carer workshops in partnership with Community Action on Dementia Brent, Sudbury Court Horticultural Society and NHS Memory Service. The aim of this was to enhance people’s access to local resources and community activities. The provider had recently started a partnership with a University for the placement of nursing students to help them learn and enhance their skills and knowledge about care in the community. The provider told us they had partnered with a local authority mental health support hub to help create opportunities for people facing barriers to employment.

People’s personal goals were supported holistically by using these partnerships to maximise independence, reduce isolation, and help them connect with wider community networks.

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.

The provider was keen to embrace artificial intelligence (AI) where it positively assisted the running of the service. The director told us, “Artificial intelligence saves time. Giving us time back means we can do more person-centred care. It gives us more time to go out in the community.” At the time of the assessment, the provider had recently started a pilot of a software system that assisted with care planning, care delivery and data monitoring. The system was also able to identify how care staff were feeling based on the way they recorded daily notes. The registered manager explained that this helped them identify if a member of staff required support and prompted them to contact the staff member to check how they were.

Management were committed to making positive changes and improving the care and support people received. Management emphasised that there were opportunities for staff to reflect on their work and were given feedback to help improve their practice. A member of staff told us, “They understand that mistakes can happen and then try and help.”

Management identified trends and themes from the results of feedback and audits to help drive continuous improvement. The director told us, “We are always looking at how we can make improvements.”