Radfield Home Care Leicester East, Groby & Oadby Also known as Amison Wellbeing Services Ltd

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. This is the first assessment for this service. This key question has been rated 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 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Feedback about care staff was consistently positive. People liked the staff and told us they were kind and caring. Comments included, “They are caring and make sure they do things very well.” Another said, “I mean, they are very good carers. Carers are attentive. They remember the order in which I do things and remind me if I forget. I’m never rushed.”

“Carers are well trained. All of them have taken the job and do it to the best of their abilities. They all know my needs. They show respect for my advancing years and cheer me up. I couldn’t get better carers”

“They are trustworthy. The carer takes me to the shower and then shuts the door. The carer steps out if I ask for privacy”

“They absolutely show respect for my privacy and dignity”.

A relative told us, “They are lovely with [family member]. They are kind and chatty.” Another said “They (staff) are all very friendly. They talk to [family member] all the time. My family member likes them all and they treat them well. They are never in a rush”.

People told us staff had supported them above and beyond the agreed care plan. Care calls were planned so staff had sufficient time to develop trusting relationships with people, their families, friends and other carers. People received care and support from consistent staff teams who knew them well.

Staff were alert to people’s changing needs including emotional needs and went that extra mile when an increased need for support was identified. For example, a person was supported to visit their husband’s grave for the first time in many years.

Following the loss of a much-loved family pet, staff had photographs of the pet framed and presented these to the person. They respected their loss and grief and spent time with the person reminiscing and supporting them through this grief. Staff organised a collection amongst themselves and purchased a memorial plaque to put in the garden.

A person experiencing ill health had required temporary residential care was supported by staff to get there and to settle in ensuring a smooth transition and providing the person with comfort and reassurance during the process. When another person moved permanently into residential care when their health and independence declined, staff supported them with the transition and continued to visit them until they became settled and familiar with their new home.

Staff routinely visit people who use the service if they are admitted to hospital.

The provider had embedded an exceptional culture of kindness and personal connection through its ‘Be There Moments’ initiative. This system actively encouraged people, relatives and staff to recognise care professionals who had gone above and beyond in ways that made a meaningful difference to people’s lives. These moments were celebrated openly and used as learning examples, creating a strong culture where small, thoughtful acts were valued as essential to high-quality, person-centred care.

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.

The overall experience described by people and relatives was of a service where individuality was consistently celebrated, preferences were respected without exception, and care was built around each person’s identity, history and choices. Everyone we spoke with valued staff spending time getting to know people and taking an interest in their lives and interests. They told us their care and support was delivered in the way they preferred.

Staff demonstrated an in depth understanding of each person as an individual, taking time to build warm, trusting and respectful relationships. People told us staff knew them “really well” and delivered care in a way that felt personal, meaningful and tailored.

One person said, “I tell them about myself, and I ask them about their families. It’s a two way relationship.” Another told us, “They know which creams I like to use. They definitely know me, my background and what I like.” People described staff taking genuine interest in their daily lives, asking about their routines, hobbies and the things that mattered to them. Others spoke about how staff remembered important details such as favourite TV programmes, personal preferences, and the order in which they preferred tasks to be carried out.

Relatives echoed this, telling us staff spent time talking with people, reminiscing about past careers, hobbies and life stories. This created strong trusting connections and enabled staff to provide care that respected each person’s identity, dignity and personal history. A relative told us their family member enjoyed chatting about their past and the carers always listened and encouraged them. Another said, “The service knows [family members] needs, their likes and dislikes. The service is personal to them.”

Information about each person’s social, cultural and personal background was recorded in care plans, which staff used proactively to shape day to day support. Care plans were detailed, individualised and regularly reviewed, enabling staff to provide support that felt familiar, respectful and consistent. People were supported by consistent staff teams who had the time and continuity needed to develop a good understanding and build meaningful relationships.

People described staff as friendly, intuitive and attentive to emotional needs as well as physical ones. Carers were described as “like friends” and “great company”, and people valued the social interaction and conversation as much as the practical support. Staff used this knowledge creatively, adapting communication, routines and activities so people felt comfortable, valued and understood.

People’s communication needs were consistently met to enable them to engage in their care, treatment and support to maximise their experience and wellbeing.

A staff member described how they got to know people well and how they had used this information to improve people’s quality of life. They described a person’s personality and sense of humour; they knew about their past career and hobbies. They told us how they had tailored their support to improve their speech through singing and rhyming and how this had improved their communication and wellbeing. Another staff member said about a person they supported, “They love cricket and gardening programmes, they have got 1 son, 2 grandkids. I know lots about them."

People’s strengths, abilities, personal goals and aspirations were supported. Staff encouraged a person to go out by suggesting they play classical music during the care journey (which they were known to enjoy). The staff member said, [person] went from not wanting to go, to rushing and getting their CDs, picking out which songs they wanted to play in the car and spoke to me for a good 25 minutes about the history of the artists."

This highly personalised approach had a significant positive impact on people’s wellbeing. People told us they felt recognised as individuals rather than tasks to be completed. Staff demonstrated exceptional skill in adapting their support for people with communication difficulties, cognitive impairment or fluctuating needs, ensuring every person felt listened to and included.

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

People consistently told us that staff always respected their preferences, including how and when they wished to receive support. They told us they had choice and control over their own care and to make decisions about their care, treatment and wellbeing.

One person said “I’m very independent and hoping I can soon get back to normal. The carers are really good and I can’t fault them, they encourage self-reliance. I tell them what I don’t need and can do myself.”

Another person said, “They will always ask what I want for breakfast. I always want a shower. I have female carers and wouldn’t want a male carer. Not keen on that.” Another person said, “I have a shower and can step in and out with carer help. I can’t do my back and the carers help with that. They help me to dry and get dressed.”

A relative told us their family member was always sent the rota ahead of care calls, so they knew who was coming. Another told us “They are trying to help [family member] to be more independent. They had an occupational therapist come around who gave them tips on what they could do and made suggestions. Things they could do for themselves, like the preparation of food. The carers get the cereal in a bowl and [family member] puts milk in themselves, and sugar in their tea. They are like that. All the carers are on the ball with that.” Another relative said, “[Family member’s] quality of life has improved. Having been very independent it was hard for them to accept help. The carers encourage them, like getting dressed themselves or walking. They keep a hand on their back. They certainly do encourage them.”

People living with more complex needs, including dementia and reduced mobility, were also exceptionally well supported to remain independent. Staff worked alongside healthcare professionals to help one person regain confidence and mobility following a hospital admission. When the person’s mobility had declined and they were reluctant to use supporting mobility equipment, staff supported them in collaboration with an occupational therapist resulting in regaining some mobility and independence. Staff spent time encouraging their participation in personal care through small things they could do themselves with support and direction. A staff member said, “They struggle to get up. I hand them the tools to get up and encourage them to do this independently, and they can do it."

Staff empowered people to make their own choices, try new activities and remain connected to their communities. A staff member told us, they encouraged people to do as much for themselves as possible. They said, “Sometimes people just need me being there giving them the confidence to try.”

Staff had identified nutritional risk for a person who was not enjoying their meals. A review of care was carried out and changes made to include and involve the person in shopping and meal preparation. This resulted in an increase in appetite, confidence and independence.

People’s social needs were understood. People were supported to maintain and develop their relationships with those close to them, their social networks and community. If people wished to, they engaged in meaningful hobbies and interests in a personalised way.

Staff told us how they supported and encouraged people to follow their chosen hobbies and interests including going out of their home. A staff member told us, “We take some people out. There's a couple of people who I regularly take out, so I find out what events are on such as at the local train stations. They like anything steam related.” Other people enjoyed going shopping or playing games such as Connect Four or spending time in their garden.

Staff were flexible in their approach and changed care call times when they could accommodate this to provide additional support if this was required. A person was supported to bake a cake, and this had a positive impact on their confidence and wellbeing. Another person told us, “I had hospital appointments and needed to leave early. I asked the office and staff changed my visit times to help me get ready.”

Staff identified that two people using the service were old friends but had lost touch over the years. Staff organised a visit, so they were reunited and re-established their friendship

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.

The provider gave us examples of how staff reassured a person living with dementia when they became distressed. Staff used reminiscence through encouraging discussion about family photographs. This provided reassurance and resulted in a decrease in anxiety and an increase in comfort and wellbeing. Other examples included, changing calls times to go and support people when they contacted the office to report a change in needs. Staff had recognised a person’s deteriorating health and ensured they stayed with them until an admission for hospital treatment was arranged.

People’s needs, views, wishes and comfort were a priority, and staff quickly anticipated these so people didn’t have to wait for support to avoid any preventable discomfort, concern or distress. One person said, “While I’m drying myself, they will make my bed. When I come in, they will put cream on my legs. Then they’ll ask what I want for breakfast. I don’t have to wait long and it’s all done”

People told us staff were responsive to their needs and offered them additional support if they needed it. One person said, “Their response is quick.”

Staff knew how to respond if people’s needs changed such as a deterioration in health. A staff member told us I would alert the office is anyone was unwell, for example, if I noticed anything that was out of ordinary for the individual. If it was an emergency or life threatening, I would dial 999.”

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider worked to a ‘caring for our carers pledge’ designed to support, recognise and reward staff. The pledge focused on carer wellbeing, understanding personal situations, employee achievements, financial recognition, development and training and empowering staff.

Staff we spoke with were consistently positive about their experience working for Radfield Home Care. A staff member who had been promoted to a manager’s role told us, “I was always doubting myself, but they have always been pushing me and believing in me. Now I'm so confident, I came to the point where I can inspire people and train them and share my experience with them."

A staff member told us they had been well supported. They told us they had been supported through some personal difficulties. Managers developed a wellbeing plan and checked in with them every week. They tailored their working hours during this difficult period. The staff member said, “They (managers) are always there whenever I need to talk. It made so much a difference.”

Another staff member told us how managers had supported them after a bereavement. They told us managers ‘kept a close eye on’ them during this time. They said, they were thanked for doing such an amazing job. “The recognition I get is lovely.”

Staff told us managers had staff safety as a high priority and had effective systems and processes to support this. A staff member said. “Yes, I've never felt unsafe at all, we can contact the office at any time and failing that call peoples' personal numbers. All of us also speak to each other in general. On our system we log in and out of every single call. In the evening, they also expect a 'home safe' message, and they will contact you if you haven't sent a home safe message. It's a job that relies on compassion which can be hard to find in a boss, but they are really compassionate. I feel they have trust, I've had compliments on my notes, and it feels good to know they trust me, they know I do the right thing and take the right steps."

A staff member new to the team told us while they had not been there long, they would not want to leave. They said, “The welcoming is really here, the help is really here, it feels more like a family environment here. They’ve been flexible with my hours, I mentioned I'm going away for the weekend, and they changed my hours for me”.

Staff safety, wellbeing and work life balance was an agenda item at staff supervision sessions. Staff were encouraged to discuss any challenges and successes. Supervision records showed staff safety was explored. A manager had explained to a new member of staff that their own safety must always come first. In the event of any potential danger staff were instructed to, ‘remove themself from the situation, call the police if required, and then notify the office as soon as it is safe to do so. Staff were provided with panic alarms and reminded to use these should they need to.

Staff were asked if there was any additional training or support they required and this was planned for and provided.

Staff were paid for their travel time while going to and from calls. They were given time off on their birthdays. Social events outside of working hours were arranged for staff to enjoy and to promote team building and well-being. Staff were encouraged to attend the office and had a dedicated space to rest and take a break during their working day. They had continuous access to managers in person advice and support. During our site visit at the office, we observed staff used this opportunity throughout the day