Chesterfield Home Care Ltd Also known as Home Instead

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 outstanding. At this assessment the rating has remained outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 strong, very clear, shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider demonstrated an exceptional commitment to delivering high-quality care and support. Prior to acquiring the service, they undertook robust and comprehensive due diligence, ensuring they had a thorough understanding of the service, its risks, opportunities and the needs of the people it supports. Leaders spoke passionately about their motivation for entering the sector, describing how hearing of poorer experiences elsewhere strengthened their determination to create a service where people consistently experience safe, compassionate and person-centred care. This values-driven approach was evident throughout discussions, with leaders demonstrating a clear sense of purpose and a desire to positively influence both the service and the wider health and social care sector.

Staff were aligned with the provider’s values and vision and motivated by providing high-quality, person-centred care. One staff member told us, “I just love working here, the clients are so lovely, and it is so nice to feel like you are making a difference.” Another said, “I love it, I purely wanted to work for this company, because I knew their reputation, care calls aren't being crammed in. I like how the teams are built around the client , the matching process.”

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

Leaders demonstrated a compassionate, positive and forward-looking approach, creating a culture that encouraged engagement, learning and continuous improvement. A strong and capable leadership team was in place, with leaders recognising and building on the strengths, skills and interests of individual staff members. Opportunities were provided for staff to develop their expertise, take on additional responsibilities and specialise in areas where they demonstrated particular skills and enthusiasm. Roles had been developed around individuals’ strengths, ensuring the right people were able to contribute effectively and maximise their potential within the organisation. ‘Key players' were assigned specific roles and responsibilities, such as recruitment, onboarding, and care co-ordinating. The registered manager said, “We work well as a team as we're all good at different things.” This supported the development of leadership capability across the organisation by providing individuals with opportunities to build expertise. Staff demonstrated pride in their work and confidence in the direction set by leadership. One staff said, “I would say the service is well-led.”

The registered manager demonstrated exceptional knowledge of both the people using the service and the staff team. During discussions, they spoke about individuals with warmth, respect and genuine appreciation, consistently focusing on people's strengths, achievements and personalities rather than solely their care needs. The registered manager was equally knowledgeable about staff, recognising their individual skills, interests and development needs. The way they spoke about people was uplifting and compassionate, reflecting a culture that valued individuals, celebrated their contributions and promoted positive relationships throughout the service.

Comprehensive training, development and support systems were embedded throughout the service, ensuring leaders were not only highly competent and confident in their roles, but also empowered to drive continuous improvement, champion best practice and inspire a positive culture across the organisation.

A people-focused approach was further reflected in the development of a team charter, which clearly set out the team’s purpose, roles, responsibilities, expectations and ways of working. This helped to promote a shared understanding, accountability and a positive team culture. There was a culture where staff were encouraged to grow, develop and succeed, benefiting both the workforce and the people receiving care.

The provider fostered a positive and open culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place to support people to share concerns and understood by staff. Staff felt confident that their views would be taken seriously and leaders acted on issues raised. One staff member told us, “We feel able to speak up and that we would be listened to.”

The provider valued diversity in their workforce. They had an inclusive and fair culture, supported by relevant policies, which had improved equality and equity for people who worked for them.

The provider demonstrated a commitment to fostering an inclusive working environment where individuals were treated equitably and had access to opportunities for development and progression. Staff feedback did not raise any concerns in relation to discrimination and indicated that people felt respected, valued and supported within their roles.

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.

Robust governance arrangements were in place to monitor quality and risk. A range of quality assurance audits were completed at both service and provider level, and progress was tracked by leaders. The provider demonstrated a proactive approach to oversight, including the use of technology and artificial intelligence to support monitoring and strengthen assurance processes. These systems helped leaders maintain visibility of the service, respond to emerging issues and drive ongoing improvement.

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.

The provider had developed meaningful partnerships and visibility across community networks, helping to ensure the service remained connected to local people, organisations, and stakeholders.

The service was visible within the local community, including involvement in charity related activities and participation in dementia awareness events, demonstrating a commitment to raising awareness and supporting causes relevant to the people they served. Leaders also described their ambition to further develop the service's specialist expertise, becoming accredited with nationally recognised dementia programmes, ensuring people could access high-quality support tailored to their individual needs.

There was evidence of a proactive approach to extending the reach of the service into more rural areas, recognising the challenges in these communities accessing care and support. This commitment to accessibility was complemented by a strong focus on helping people remain engaged in their local communities, maintain relationships and continue participating in activities that were important to them.

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 had a clear strategic focus, driven by a genuine drive to achieve excellence. Leaders were forward-thinking, receptive to new ideas and committed to investing in systems, people and resources that enhanced care quality. For example, the effective use of technology, resources, schemes and initiatives to improve outcomes for people. As reported, the provider had safely and effectively implemented artificial intelligence to strengthen oversight, quality assurance, and care planning processes. This demonstrated a proactive approach to learning and continuous improvement, ensuring opportunities for development were identified early and acted upon.