Beda Homecare Ltd trading as Home Instead Bedford

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

The staff and the management team were passionate about providing people with support that was based on their individual needs, goals and aspirations. We saw that people were at the centre of their care and each person was treated as an individual. As a result, their care was tailored to meet their exact needs.

This service scored 100 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and relatives told us that support from Home Instead Bedford was vital to them and their families. A relative said, “Having the carers takes a lot of pressure off me. [Family member] is looked after and is in safe hands. If I have any problems, the carers help me. When I wasn’t very well, they said, ‘You sit down and call the doctor, and we will take care of everything else.’ They really do care.” Another relative informed us, “They have improved my life as a carer. The company is professional and very very caring, and I can’t imagine not having them around.” Staff cared for people in a way that exceeded expectations. For example, we saw an example of a staff member supporting a person going through the grieving process. The person was struggling with depression, and had stopped seeking out social connections, retreating into a reclusive existence. The staff member realised that the person had been friends with another person they had supported, but the friends had lost touch years ago. The member of staff arranged for the 2 people to begin corresponding through letters, and over time, that grew into a face-to-face meeting, and they even shared a Christmas dinner together. This meant the person began to look forward to regular visits and phone calls which improved their mood and social isolation and improved their mental health and physical well-being. We also saw another example where the staff member had been a vital part of helping [person] to maintain their quality of life and dignity. When a family event approached, the person was too fatigued to shop for themselves but shared their vision for the perfect outfit with the staff member, who then went to great lengths to find something that reflected the persons wishes. This meant the person was able to go to the event feeling their best and promoting their emotional well-being and dignity.

Staff were highly motivated and demonstrated real empathy and compassionate understanding for people and we saw numerous examples of where staff had gone over and above their roles. For example, 1 staff member arranged a person’s 90th birthday party to make their day special. Another person had been hospitalised due to a fall and then spent some time in a care home to recuperate. It was very important to the person to get back home before their religious holiday began as they wanted to celebrate this at home with friends and family. Within 24 hours the service had partnered with another care provider to provide a full schedule of care calls allowing the person to return home and celebrate the religious holiday. The management team and staff team all demonstrated a kind, caring and considerate approach towards people and their families. The registered manager informed us of 1 person who they had supported to reconnect with their past achievements by replacing their lost war medals. The provider arranged for a family celebration where the person wore their medals with pride. We also saw an example where the provider volunteered their services for free to take a couple to a family celebration. Two staff also gave up their time to support them for the day. This meant they were able to attend the special family event, meet up with other family members which improved their overall mental wellbeing.

Health and social care professionals consistently praised the staff and the management for the care people received. One told us, “I have a very good working relationship with Home Instead and find them professional, caring and compassionate. The care the carers deliver is of a very high standard and very person centred. They often go over and above and build very good relationships with those they are caring for and their families.”

Staff consistently went ‘the extra mile’ to provide people with exceptional care and support. For example, 1 person was being cared for in bed in an upstairs room. When Home Instead took over their care, they immediately addressed the lack of equipment and isolation the person was facing. Staff suggested they move the person downstairs which was described by a health care professional as ’a life-changing idea.’ Staff coordinated with the fire brigade to move them downstairs and setting the person’s bed up in the lounge had allowed them to enjoy the fresh air and views from their patio doors. In addition, staff helped increase their confidence in using the hoist. This had allowed them to be out of bed for the first time in a year and resulted in them being able to sit in an armchair and enjoy meals in the lounge. There were plans to provide a wheelchair and a ramp with the goal of taking the person out to a restaurant. This had a huge impact on the person, increasing their self-esteem, dignity and self-worth and reducing their social isolation. Feedback from the person read, "I honestly don’t know where I’d be today without the incredible support from Home Instead. They have truly transformed my life, and I get emotional just thinking about how far I've come. When I first started with them, I was stuck upstairs, in constant pain, and feeling utterly hopeless. The change has been nothing short of a miracle. From day 1, the ladies at Home Instead have been so caring, kind, and gentle. They’ve not only helped with my physical needs, but they’ve also taken the time to understand me as a person, my preferences, my challenges, and what makes me feel comfortable. It’s clear to me that they truly care. Thanks to their support, I’ve experienced a profound improvement in both my mental health and overall well-being. I can’t thank Home Instead enough for everything they’ve done. Their help has made an enormous difference in my life, and I’m so grateful to have them by my side."

All staff regardless of their role demonstrated an excellent understanding of people’s cultural, social and religious needs and how to meet these in individual ways. For example, 1 person’s care plan recorded, ‘My religion is very important to me. I like my care professional to read the bible with me in the mornings when I wake up and, in the evenings, before I go to bed.’ Records showed that the person was supported to practice their faith in line with their care plan. In addition, staff supported the person to attend a church service once a week. Staff were also working with the palliative care team to support the person to write an advanced care plan and were keen to include the persons religious needs. Staff felt it was very important to support people to continue with their interests and hobbies. A staff member commented, “I have a client who loves to go out for a walk, then a coffee somewhere, where they tell me stories of their travels. They are also a big collector of very old guns and swords, so some days we sit and clean them. They tell me where they were from and the history behind them. We even look on the computer to see if there is anything special coming up for auction, just for fun.”

People's care was planned with them and they were fully involved in developing their care and support plans which ensured they were always treated as individuals. Topics of interests were a big part of the initial assessment and re-assessment process. Staff took great interest in people and worked in partnership with them and their families to develop life stories that included detailed information. For example, memories about their childhood, family life, occupations, hobbies and interests. Staff commented that having such information helped to strike up meaningful conversations and was used to develop a person centred plan of care. Information was also sought about people’s preferred routines and the ways in which their care would fit into their lives rather than their lives having to change because they now required care and support. This meant people’s care was delivered in a holistic and person-centred way. The care plans clearly recognised people as unique individuals and recognised their diverse strengths and needs. Regular care plan audits and staff supervisions were used to maintain staff focus on meeting people’s individual needs well.

People's support and aspirations were planned proactively and in partnership with them and their families. For example, 1 person using the service was approaching their 90th birthday and wanted to fly a plane for their birthday. The staff helped arrange for the person to do a tandem flight at a local airfield with support from their family. Another person who was living with dementia enjoyed going out on their bicycle but often forgot time and location. Following a meeting with the person and their family all agreed that cycling was great exercise and something that [person] wanted to continue despite the risks. Staff purchased an air tag, and a ringing doorbell which meant the family would know where [person] was, and the ringing doorbell would alert them to when the person left the house and returned. Staff encouraged people’s independence by fostering social engagement opportunities and by creating a supportive approach that promoted independence. For example, 1 person who had previously enjoyed cooking was living with dementia and had lost confidence cooking meals. They stopped cooking and had lost interest in eating altogether. They were matched with a staff member who re-ignited the persons passion for food by cooking home-cooked dishes. They slowly started to become involved in cooking again but in a safe way with support, regaining independence in this area. The person commented that they felt proud of the brilliant dinners they had cooked with the staff member.

Staff always empowered people and families to have a voice and to realise their potential to ensure they were fully involved in their care provision and often thought outside of the box to support people. For example, 1 person was supported to be independent with their shopping because they had difficulties in remembering. Staff took photos of all their favourite food items and put it into a photo album so that the person could show the shop assistant what they wanted if they couldn’t find it or use the photo to try to locate it for themselves. Staff had an exceptional understanding of protecting and respecting people's human rights ensuring they were able to make decisions about their care, treatment, and wellbeing. One staff member told us how it was important to involve people in their care and support, including all the small choices that ensured people had control and choice. They said, “I always check with clients before anything is done. I involve them in their care and what care they need. Little things mean the most and I ask ask about things like moisturising creams, perfume, do they want their nails cleaned. I always ask a client to choose their clothes, jewellery and make up. It all makes a difference. How they like their tea, coffee. Suggesting different things they may enjoy. Arranging food presented well. Seeing what needs doing in their surroundings. Does the tablecloth need a wash, is the basin clean, does anything need a tidy. We get to know all our clients and know their ways and needs but we always ask so they have control. I'm a friendly face, presenting myself in a way I would like to be greeted.”

We saw numerous small examples where staff used their own initiative to identify and suggest changes to promote peoples independence. For example, 1 person was living a debilitating condition and had reduced mobility. Staff sourced adaptive cutlery for them which had meant the person could feed themselves independently. We also saw that 1 person who enjoyed reading was finding it hard to hold their books because it hurt their wrists. The person became very upset at not being able to hold their books anymore. A staff member found a book holder in a charity shop and brought it for the person so that they could read their books without strain to their wrists. Care plans reflected an enabling approach. They clearly described people's dependency levels and explained what people were able to do, or wished to do, for themselves, as well as detailing the tasks people needed staff to support them with. Care plans also described people’s communication needs and information was provided to people in formats they could understand. Staff met with people, their relatives and other external professionals to discuss their support and any changes required, and these were reviewed regularly and updated when a person’s care requirements changed. People were supported to ensure their voice was heard using independent advocates if that was required. An advocate is an independent person who can provide a voice to people who otherwise may find it difficult to speak up. The service could provide people with information about advocacy services if they needed it.

People and relatives found staff responded to people’s immediate needs quickly and sensitively. A relative told us, “When [family member] had a fall, they were on the phone to me straight away. They asked shall we call 111 but I rang them and went over to the house. I am very pleased because I stressed to them, I need to know, and I trust them implicitly.” People felt that staff knew them exceptionally well and were able to engage people in discussions about their immediate needs. One person had been supported by staff when they became very unwell. Staff knew the correct procedures to take such as putting the person in the recovery position and waited with them until the ambulance arrived ensuring they were safe and comfortable at all times.

Staff were well trained and were provided with specialised training to support people safely and in line with their preferences. One staff member who supported a person with a debilitating condition had completed specific training around the persons condition, equipping themselves with the skills needed to manage the person’s care. During a recent stay at a local hospice the person requested the staff member continued their visits, finding comfort and confidence in their expertise. The registered manager informed us that as part of the induction training and refresher training, staff covered areas to support them in an emergency. For example, staff completed training in fire safety, food safety, the safe administration of medicines, respiratory support, slips trips and falls and basic life support. Where staff were supporting people with potential life threating risks such as choking, they completed specialised training such as cough assist techniques, non-invasive ventilation and suctioning procedures. When a fall or accident occurred, the staff would notify the on-call out of hours staff and would either stay with the person until the ambulance arrived or the on-call would arrange someone to relieve them, minimising discomfort and distress. One staff member told us, "The training has been really helpful and has prepared me and given me the confidence to manage emergency or crisis situations. This meant that staff were well trained and fully prepared to recognise when people needed urgent help or support.

Without exception, staff gave us very positive feedback about how well they were supported in their job roles. The registered manager and provider understood how important staff wellbeing was and how this directly impacted the support people received. They focused on having regular discussions both formally and informally with staff to make sure they had the right support to be the best they could in their job roles. They put measures in place to support staff in the best way possible. For example, the provider hosted a care professional appreciation event where they asked staff to share their stories. These were put up on display and the stories were linked to the providers values which were Respect, Honesty, Trust, Safe and Compassion. The management team gave us examples of how they ensured staff were valued and supported and achievements celebrated. For example, staff had been signposted for support and counselling following a family bereavement and flowers and visits from the management team were made to check staff’s wellbeing and to check if they needed any extra support. We also saw that where staff had health concerns they had been supported through the diagnosis and there was a sharing of awareness with the team. On 1 occasion the staff had started a fundraiser where all the team had donated along with home welfare checks and flowers. The provider was committed to continually motivating the staff team and recognising their commitment to their role. For example, staff special occasions and achievements were recognised and celebrated, and we saw photos of staff achievements being celebrated. For example, 1 staff member had taken part in a charity fundraising event and had won a poetry competition which had been celebrated with photographs, flowers and a certificate.

There was a strong organisational commitment and effective action to ensure there was equality and inclusion across the workforce. For example, the provider had introduced a ‘Star of the month’ scheme where staff were recognised for their commitment and for going above and beyond their roles with flowers, a gift and a certificate. Staff had access to a care workforce app which included free access to wellbeing resources and the provider had implemented a stress and wellbeing policy. There was a suggestion box where staff could submit suggestions and ideas that could be discussed in team meetings and had implemented suggestions made by staff. For example, staff wanted better social communication, so the provider introduced a WhatsApp social group that was specifically for celebrating birthdays, and anniversaries and was not work related. Where staff were experiencing financial difficulties, the provider had introduced an early pay system to help support them with their finances. Staff had commented on the effect these initiatives had on them. One member of staff commented, “The management team are very caring, not just for our clients but for the staff as well. They will go out of their way to help you if you need it. There is wonderful support for us which makes me feel valued and appreciated. I in turn want to do my best to them to show how much I appreciate their support.”