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

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were thoroughly assessed before care began, ensuring their physical, mental, sensory, social and communication needs were fully understood. Staff maintained clear and comprehensive care records which supported ongoing review and demonstrated appropriate action was taken in response to any changes. The provider had strong oversight of people’s needs and ensured reviews were carried out at appropriate intervals.

Managers sought feedback from people after their first visit to confirm their expectations were met. A structured review process was in place: an initial review took place at six weeks, followed by reviews every six months. Where people had more complex needs, experienced an incident, or requested changes, reviews were completed more frequently. This ensured care remained current, person centred and responsive to people’s changing circumstances.

Staff used information from care records to identify emerging risks and acted promptly to adjust care plans when needed. Managers demonstrated a flexible, case by case approach to reviewing care, ensuring people were involved and that changes reflected their preferences and wellbeing.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff and leaders understood current legislation, national standards and evidence-based good practice guidance relevant to their service and applied these effectively. They had good systems for keeping up to date and making changes where required.

The provider was supported by compliance and assurance managers who shared sector wide updates about quality and safety. Staff had nationally recognised training which was updated and refreshed accordingly.

People’s care, treatment and support was delivered in line with relevant legislation, national standards and evidence-based good practice guidance. Staff followed advice and guidance provided by healthcare professionals such as GPs, occupational therapists and dietitians.

For example, staff knew how to provide care and support for a person with a urinary catheter. They knew how to minimise risks and when to contact healthcare professionals. Staff had their competency checked to make sure they understood their responsibilities. A staff member told us what was important regarding catheter care, they knew how to recognise a potential urine infection and gave us examples of when they had sought further advice which resulted in a GP prescribing antibiotic.

People’s nutritional and hydration needs were met in line with current standards and evidence-based guidance. People had enough to eat and drink to prevent malnutrition or dehydration and were supported to manage their dietary needs and associated risks. This included where people had complex needs, from the risk of poor nutrition, dehydration, swallowing problems and other medical conditions that affected their health.

A person told us, “The carers help me with breakfast and prepare my evening meal before they go. They cut up my vegetables and meals”. A relative told us, “They do [family members] breakfast. It’s very much what they want. They have sandwiches in the evening. At lunch time a hot meal and dessert, they have been putting weight back on. Carers leave a carton of juice and water nearby that is important with their history of urine infections.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

There was effective information sharing between teams. Staff told us how they contacted healthcare professionals. They described action they took when a person’s health deteriorated, they contacted the persons family and GP who arranged a blood test. They provided additional support to the person during this period. A relative told us, “During the journey there was very good communication between the various professionals, social workers and us.”

Another relative said “Carers made sure [family member] was putting their ear drops in and messaged the office to keep them informed. They also pass it on to other carers in the loop. I read the App of what they have done.”

Each person had a ‘hospital passport’. This document contained essential information about people’s needs including communication needs. In the event of a sudden hospital admission this supported effective information sharing between services.

Staff had access to the information they needed to understand people’s needs and risks. A person said, “They communicate very well. Last weekend I needed an extra day. I told the carer. Later I phoned the office who the carer had already informed.” A relative said, “Communication is good. We got phone calls straight away when they went to Hospital and an ambulance came. The managers get in touch. The carers keep records on an App. I can see it and the office gets the record too.”

Communication with the staff teams was effective. This was supported through dynamic updates to care records and risk assessments. Mangers contacted staff promptly by email or spoke with them directly when people’s needs changed.

A staff member said, “I can read tasks myself and see care plans on the app on my phone in advance which is helpful. I could see the task and other peoples to read ahead, and this was great for me”.

Staff told us, “Usually we get sent a group email with updates regularly and can access care planning app so I can read how people are doing. Anything that’s happened is documented well on the notes.

Staff shared non confidential information on a group chat to let the team know required information ahead of the care call.

Team meetings, newsletters, training and supervision provided further and ongoing opportunities to keep people and staff informed and updated

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People’s day-to-day health and wellbeing needs are met, and people experience positive outcomes related to these needs.

Staff understood and met people’s health and wellbeing needs. Care plans and risk assessments set out how staff should promote people’s health needs including mental health and nutritional needs.

People with specific medical conditions had detailed information in their care records which provided guidance for staff as to how this affected the person and how best to support them. For example, a person with a compromised immune system had additional monitoring and staff knew when to contact healthcare professionals. A relative told us, “They have contacted the doctor for [family member] a couple of times and let me know”

Staff recognised when people’s healthcare needs changed. A relative said, “They pick up any sore areas and tell me. They have recommended medical advice to me when needed. They have had a regular dentist and home visit optician.”

People were encouraged and supported to understand and make healthier choices including their diet, lifestyle, physical activity, personal and oral hygiene.

The provider recognised the benefits of physical exercise and how this would positively impact people using the service. They engaged with a physical activity and wellbeing officer from a local voluntary sector organisation. They delivered training to staff about simple chair-based exercises and light movement activities they could encourage people to practice during care calls.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The provider had strong oversight of outcomes and closely monitored the service. They monitored outcomes against the CQC assessment framework and quality statements to ensure they maintained records of how the service was meeting people’s needs and making improvements. The provider sent us case studies with impact and outcome analysis. These demonstrated the positive impact the service had on people’s lives.

Everyone we spoke with told us the service had brought benefits to their lives. This included people being able to remain as independent as possible and in their own homes because of the care and support they received.

People’s needs included any changes where were discussed in team meetings, so staff understood peoples changing needs and expectations. A manager told us they also completed some care calls. They told us, “I can see first-hand if any clients have deteriorated or If anything we are not picking up with them, anything with medicines or moving and handling equipment which needs changing, it’s an extra check.”

Staff performance was closely monitored through frequent and comprehensive competency assessments to ensure they were following policies, procedures and meeting people’s needs and expectations.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People told us they were involved in decisions about their care and support, and their consent was always sought. They told us they made their own decisions to refuse care and staff respected this. One person said, “Well they do (ask consent). If I struggle, they will help me. They say “I’ll just get the shower warm for you. They put a towel on the seat and wash my back and feet. I’ve never needed to decline”. Another said, “They ask me if I want my hair washed today and different things like that. If I don’t want to do something, then they won’t do it. But they are very helpful. Like on a cold day I might not want a shower. They are very understanding.”

A relative said, “They [staff] ask [family member] first and have a bit of a routine. They ask if they want a wash. They will respect their wishes if they say no. Sometimes [family member] doesn’t want the pressure stocking on. The carers listen to that.”

Staff let their managers know when care was refused in case this posed any risk to the person and the care plan could be reviewed.

People had their mental capacity assessed to make a decision about specific aspects of care and support. Where appropriate, family members with Lasting Power of Attorney were involved and consulted.

All staff had training about consent and the Mental Capacity Act 2005. A staff member told us, “I had online training. I use it at work by reading their care plans, it's all in their care plan"

The provider had a policy about consent and mental capacity to make decisions. This was also discussed during staff supervision. Staff supervision records showed staff understanding about the 5 principles of the Mental Capacity Act had been discussed and the staff member’s understanding explored through examples of how this would be applied to people using the service. This included always choosing the least restrictive option when supporting a person who lacked capacity to make the decisions.