Company continues to grow from strength to strength
IT’S ALMOST 12 years since Home Instead Senior Care opened a branch in Wexford and, in that time, the company has gone from strength to strength, increasing its work force and diversifying the range of services it offers.
Set up in February 2007 by Stephen Conway (Owner and Managing Director) and Anne O’Brien (Operations Manager), Home Instead has firmly established itself as a leading homecare provider across the county with the once two-person company now employing 17 people in its office and over 170 care givers around the county.
The idea to set up in Wexford came from Mr Conway’s desire to move back to Wexford from Dublin and a chance meeting with the national owner of the franchise.
‘I heard about it and was interested. I ended up visiting the original branch in Leopardstown and, from the minute I walked in, I got a really good vibe. I dug deeper and the idea of looking after people and making their lives better really appealed to me,’ said Mr Conway, adding that private homecare was unheard of at the time.
‘It was a totally new concept but I thought it was marvellous, unlike any other business I’d ever been involved in, and with a proven track record.’
A two-room unit in Strandfield Business Park was the first home of the branch. As it grew, they moved to the Enterprise Centre before setting up in their current premises in Clonard Village in July 2017.
The first few years, he and Ms O’Brien stressed, were tough as it was a new business model that they were working with.
‘The HSE didn’t require the services of outside private providers at that time. But, people are living longer these days; the demand for care surpassed what the HSE could provide so they had to outsource. They started giving us small jobs and we had to prove ourselves. Gradually, we built a strong relationship with the HSE and, currently, a large percentage of our business is provided on their behalf.’
The process for providing care to a client is a true example of team work. Following initial referral and request, the Home Instead supervisor in that area will then meet the client and family to see what type of care they require, be it meal preparation, light housekeeping, personal care, post hospital discharge care, disability care, dementia and Alzheimer’s care, respite care, transportation or errands. From there, they will link up with scheduling officers in Home Instead’s office to link up a compatible carer with the client. A question-and-answer session takes place every three months to ensure everything is satisfactory.
In recent years, the company has been very proactive in diversifying their services, adding a range of strings to their bow in terms of care giving. While a large part of their business focuses on care of the elderly, they have also seen increases in the area of care for those with disabilities, autism, mental health difficulties, etc. It is an area that both Mr Conway and Ms O’Brien are keen to further develop their service for.
‘It is good from a business point of view, but it’s also good from a personal development point of view for our staff and clients. There are different arcs of progression for clients and we like the idea that a client will benefit from our care givers’ input.’
As with any business, there are challenges and for the team at Home Instead, the sourcing of care givers is a concern.
‘It’s the biggest crisis facing homecare providers,’ said Mr Conway, pointing out that the social welfare system did not make it attractive for people to take up hours in care giving.
Ms O’Brien pointed out that they offered QQI training for carers but said most of those who availed of it dropped away due to disproportionate loss of benefits in exchange for taking up care hours.
For those working in Home Instead, the recruitment package is attractive with competitive, incremental pay rates; a free healthcare scheme; bonuses; mileage in certain circumstances; and counselling services for staff. The current staff includes care givers, supervisors, nurses and social workers, many of whom have been with the company for a number of years.
Key to the company’s development is the development of its staff and upskilling is a major factor for all employees.
Ms O’Brien said: ‘We have our own training centre and we outsource training if we need to. Upskilling is always a big attraction for people and we try to upskill in areas that others may not have engaged with yet.
‘We never say we don’t have the skills for a certain task. We say we can do it and then we get the skills we need, whether that is through hiring or upskilling.’
Home Instead also offer free dementia workshops throughout the year or on request.
In 2018, Home Instead received two Public Sector Magazine Awards for Best Home Care Provider and Outstanding Services to the Elderly. They have also held the title of National Champion in the European Business Awards every year from 2013 to 2017; the Best Healthcare Specialist award at the IN Business Awards in 2013; and the Franchise of the Year (service) award at the Irish Franchise Association awards in 2013 and 2016.