Home Instead - Bromley, Chislehurst & Orpington

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 90 (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 treated people with outstanding kindness, empathy and compassion, and respected their privacy and dignity. Staff also treated colleagues from other organisations with kindness and respect.

Staff worked within agreed care plans and updated them promptly when people’s needs changed, so personalised support remained accurate rather than informal. People and their relatives valued how staff treated them: they described care that felt personal rather than task-focused, staff who knew their routines and preferences, and a sense of never being rushed and treated with respect.

People ‘s comments included, “They are friendly, it’s personal rather than just the tasks that need to be done” and “They remember the order and how I like to do things and remind me if I forget. I’m never rushed.” Relatives explained that they felt able to leave the house during visits because they trusted staff to care safely for their family member. A relative said, “When the staff are with my family member, I take the opportunity to pop out because I know they are trustworthy and caring. I have great peace of mind.”

Staff protected dignity by closing doors and explaining procedures, so people felt comfortable for example a staff told us” I do not just go in and start the tasks, I always, we as a team know to ask or to get the person’s permission for everything, we do, including entering rooms. I knock on the doors of the room I am about to enter so not just their bathroom or bedroom”

The provider’s rota and records showed planned care calls with enough time for staff to build trusting relationships, and it matched a consistent team to each person so that changes in wellbeing were recognised early.

The provider identified when one person was becoming socially isolated and his emotional wellbeing was declining, and it revised his care package to focus on emotional security, dignity and social connection; they went on to build trusting relationships, socialise more and communicate openly when struggling.

The provider also used examples of compassionate practice in staff learning, embedding them as an expectation across the team. As a result, people experienced emotional security, dignity and reassurance during some of the most difficult moments of their lives.

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, culture and unique backgrounds and protected characteristics.

People and relatives consistently described a service that recognised them as individuals. People told us staff knew them “really well” and delivered care that felt personal and meaningful. One relative said, “The service knows my relative’s needs, their likes and dislikes as well as their past experiences of work and family.” Another said staff matched the right carer to suit their relative’s needs and personality.

Staff recorded people’s social, cultural and personal backgrounds in care plans and used this proactively to shape day-to-day support. Consistent teams gave staff the continuity to build meaningful relationships, and they adapted communication, routines and activities so people felt comfortable, valued and understood.

The provider’s individualised approach changed people’s experience of care. One person living with dementia had been distressed and at times agitated during personal care. Staff noticed the person responded well to music and used it to build trust and reduce anxiety, and the provider arranged a staff member to complete music-based training to develop the approach further. As a result, the person’s distress reduced, personal care could be delivered calmly, and the emotional strain on the person’s relative eased.

People told us they felt recognised as individuals rather than tasks to be completed, and staff adapted support for people with communication difficulties, cognitive impairment or fluctuating needs so everyone felt listened to and included.

Because staff treated each person as an individual rather than a set of tasks, personal care that had once caused distress could be delivered calmly, the strain on a relative eased, and people felt known rather than processed.

The provider was exceptional at promoting people’s independence and at ensuring people knew their rights and had genuine choice and control over their own care, treatment and wellbeing.

Staff encouraged people to retain control and participate in everyday activities and supporting people to continue to do what they can for themselves One person said, “I tell them what I don’t need and what I can do for myself.” Another person said, “They always ask”.

Another person said, “I tell them what I don’t need and what I can do for myself.” Another said, “They always ask. I have female carers and wouldn’t want a male carer. They listen to that.” A relative said their family member’s quality of life had improved because care was “tailored to suit them as an individual and not just about ticking boxes”.

Staff placed people at the centre of decision-making and adapted support to reflect their changing needs and preferences. When one person experienced bereavement and health concerns, staff worked alongside them to trial waking-night support rather than introducing a more restrictive long-term arrangement. Staff sought the person’s feedback throughout and reviewed the support in line with their wishes. As a result, the person concluded they no longer required overnight support and maintained their independence. This demonstrated how staff enabled people to make informed decisions and retain control over their daily lives

Staff also used everyday tasks to restore autonomy, not just manage risk. When one person no longer enjoyed their meals, the provider changed their support, so they took part in shopping and meal preparation. As a result, the person’s appetite, confidence and independence improved.

People also benefited from meaningful activities gym sessions, walks, holidays and community groups that enhanced their physical health, wellbeing and community connections.

The provider 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.

Staff understood how people communicated, including recognising signs of pain or anxiety, and used this knowledge to provide timely comfort and reassurance. A person told us, “When [relative] was in hospital the carers visited [them] and whilst [they were] in a care home for rehabilitation.” Another person said, “I cannot fault any aspect of the care It has really helped me and has reduced my stress.”

The service had an escalation procedure in place for situations where a person’s needs changed or deteriorated. When it was identified that additional care hours were required, the registered manager notified or made a referral to the appropriate health or social care team.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us the management team made them feel welcome, supported, and appreciated. They described a culture built on kindness, warmth, and thoughtful leadership. One staff member said, “The leadership team supports us with our clients and supports me as an individual. They have recognised my needs and accommodated my hours for this.” Another staff said the managers matched each staff skills and personality with people. They explained, “I am encouraged with relevant training opportunities, that helped with my confidence and development.”

Staff described the managers as approachable and said they listened to them and considers their welfare a priority. They shared examples of receiving compassionate support during both personal and professional challenges. One staff told us, “Managers look after their staff well.” Another said, “Management are approachable and supportive, and I do feel that staff wellbeing is considered.”

The provider prioritised staff wellbeing and consistently recognised its direct impact on delivering high-quality, person-centred care. Leaders described staff wellbeing as fundamental to the organisation and embedded this throughout the service culture. The provider implemented a wide range of initiatives to support staff health, wellbeing, and morale, including an employee assistance programme, mental health support, champions, staff wellbeing group, and recognition awards. The provider actively promoted health and wellbeing initiatives, raised awareness, and signposted staff to relevant support services.