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

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.This is the first assessment for this service. This key question has been rated 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 93 (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 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 providers highly person-centred core values and ethos were shared by staff. People we spoke with were consistently positive about the service they received and told us how this had a positive impact on their lives. They praised the staff team and described them as respectful, kind and caring. The providers core values (‘We are a family, we are proud to care, we are on your side’) were set out in information provided to people when they first began using the service.

The provider demonstrated an exceptional commitment to ensuring all staff not only understood but fully embodied the organisation’s vision and values. These were consistently reinforced through a highly effective recruitment process, a comprehensive induction, and a well-structured programme of ongoing training and support. Staff we spoke with were highly motivated to achieve good outcomes for people. They were alert to opportunities to go that ‘extra mile’ to enhance peoples’ quality of life. They knew and understood people’s needs and developed innovative ways to promote wellbeing, independence and encouraged people to achieve more.

There was a strong focus on celebrating staff achievements and in particular, when they enhanced the lives of people using the service.

Staff were exposed to a culture that prioritised excellence, compassion and a strong person-centred focus. Managers ensured new staff were fully aware of what was expected of them and consistently modelled the behaviours and values they required staff to uphold.

The provider told us "Our growth has been slow because we really wanted to focus on the quality". They believed that "If your carers are supported and trained well, they are going to deliver exceptional care."

Newly recruited staff were inducted to the service through a robust and comprehensive programme of support. Following initial training, staff received a series of structured weekly check-ins, both before and after their care calls, ensuring they had the knowledge, resources and confidence required to deliver safe, compassionate and high-quality care. Managers routinely asked staff how they were feeling, discussed any concerns, and reinforced that support was always available. This proactive approach meant staff were well prepared and able to seek help without hesitation.

Managers gave new staff feedback about their performance, suggested small changes to make sure support was as person centred as possible. They provided feedback they had received from people about their performance and made sure they felt confident and equipped to carry out their role.

New team members were paired with experienced colleagues for shadowing, and these visits were thoroughly reviewed to support reflective learning and ongoing development. Feedback was gathered from the people using the service, experienced staff and the new recruits themselves. This information was to evaluate performance, strengthen skills, and celebrate strengths. New staff were not allocated independent care calls until they felt confident and people using the service and other staff were satisfied with their performance. This process contributed to a strong culture of shared responsibility and continuous improvement.

A newly recruited staff member told us, “This Monday I started shadowing calls. All the clients are very nice. Every time I enter a client’s house they introduce me. The introduction and all the tasks are very specific. The staff give you tips and what helps for example to calm people down. The office is on call 24/7.Today is my 4th day on calls. Monday and Tuesday I shadowed all day. Wednesday and today – someone has been with me in the morning but encouraging me to do things myself. But they are here if I need support. The second half of the day are new clients, so I am back to shadowing again. I definitely feel I can speak to someone if I need help."

The provider carried out an annual survey to seek feedback from people about the quality and safety of the service provided, Survey results for 2025 were overwhelmingly positive. Fourteen people responded and either agreed or strongly agreed with statements describing what good care looked like in relation to the care and support they received. The survey results concurred with the positive feedback we received from people we spoke with.

The provider carried out an annual employee satisfaction survey to see feedback from staff. Staff survey results for 2025 were overwhelmingly positive. Eleven respondents either agreed or strongly agreed with positive statements about employee satisfaction. The survey results concurred with the positive feedback we received from staff we spoke with.

Staff and managers demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. Staff at all levels had a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.

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.

The service was led by a highly capable, compassionate and inclusive leadership team who consistently demonstrated the values they expected from staff. There was a clear and effective management structure, with leaders possessing the qualifications, experience and credibility to lead with confidence and integrity.

Leadership had a demonstrably positive impact on the quality-of-care people received. People and staff, without exception, described managers as approachable, responsive and committed to improving outcomes. Leaders worked collaboratively with people, families and staff to test ideas, learn from feedback and make improvements that enhanced quality, safety and people’s experiences.

Leadership at the service was distinctive. The care manager had been recognised within the wider care sector through local authority sponsored awards, including ‘Care Leader of the Year’ and ‘Outstanding Contribution to Adult Social Care’ (Inspired to Care Awards 2025). This external recognition reflected the strength of leadership and the positive, values led culture embedded across the service.

Managers were visible, approachable and accessible. There was a well-established an on-call system so that a manager was on call day and night to respond to any circumstances where people or staff required support. People and staff told us they could contact managers at any time, and they were and were confident their concerns or queries would be responded to promptly, appropriately and with compassion.

Weekly management meetings were used effectively to review on call activity, analyse emerging risks, align staffing and rota planning, and respond quickly to changes in people’s needs, wellbeing or circumstances. Other outstanding actions requiring attention such as care reviews or staff competency checks due to take place were also considered. Monthly staff meetings also took place to communicate changes and updates, to celebrate any successes or remind staff about expectations regarding policies and procedures.

Mangers communicated promptly with people and relatives about planning care, reviews, visit time rotas and any changes needed. A relative told us they always got replies to their questions from the office. People described managers as ‘very nice, friendly, listening and responsive to any queries and concerns’. They gave examples of requesting support to change visit times, cancel visits or get help from carers to attend appointments. They told us managers were very flexible and helpful.

A staff member said, "Yes, they [managers] give brilliant support, they give us anything and everything you need, they are always on the end of the phone." Another staff member told us, “I receive any training I need, but in general whenever I've had a query or a problem, if there's anything I don’t know, If I'm ever unsure, I've always been talked through it or someone has come out to physically go through it with me.There's been 2 or 3 times. I've called and checked about medication. I take photo evidence too so they can discuss with family. I've also been talked through a catheter bag change too.”

Leaders were alert to any examples of poor culture that may affect the quality of people’s care and have a detrimental impact on staff. They addressed this quickly. Managers understood the requirements and recommendations made by CQC. They keep up to date with all relevant changes and communicated these effectively to their team.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider and managers acted with openness, honesty and transparency. They had a clear complaints procedure and took swift action in response to any concerns raised. People and or their relatives were asked if they had any concerns during care and support reviews.

Staff empowerment was promoted and staff were encouraged to raise concerns as soon as they arose. There was a culture of openness. Staff were asked if they had any concerns or worries about the service during supervision and competency checks and during staff meetings.

Staff knew they could contact external organisations such as the local authority or the CQC.

People and staff said managers were accessible and approachable and fostered a culture of speaking up.

The provider had policy and procedures in place to fulfil their requirements about the ‘duty of candour’. This meant when something goes wrong, people received a sincere and timely apology and were told about any actions being taken to prevent the same happening again. The registered manager had sight of all incident reports and complaints and checked to see if the duty of candour regulation applied.

The provider’s policies about ‘freedom to speak up’ were in line with good practice guidance and requirements. These included a policy about whistle blowing (the policy encouraged staff to raise concerns and set out how staff raising concerns would be protected), a complaints policy, safeguarding policy and advice about sexual harassment.

Staff were encouraged to contact the provider’s national office or external agencies if they were not satisfied their concerns were being appropriately addressed. A staff member said, "I'd speak to someone in management above in theheadquarters, or I could contact CQC.

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

Leaders acted to continually review and improve the culture of the organisation in the context of equality, diversity, and inclusion. Staff had training about equality and diversity. Their rights were protected through policies and procedures.

Diversity and Inclusion were valued in in the workforce. Managers identified staff members individual needs and protected characteristics under the Equality Act 2010. They worked with the staff member to find solutions that worked for them and supported them to deliver person centred care. The provider had an inclusive recruitment policy.

A staff member told us how the provider made reasonable adjustments to support their needs. Changes had been made to accommodate their needs while delivering care and support. Support was provided with training to accommodate their learning style. The staff member said “They trust me to take a few minutes out to enable me to do my job properly rather than push through it. They give me tips and advice to help me rather than make me feel rubbish for struggling."

Staff wellbeing and support needs were identified, evaluated and reviewed through formal process such as supervision and competency assessments. Any interventions were monitored to evaluate their impact.

Staff mental health was given high priority and the providers policy and approach was designed to promote and support the wellbeing of staff. Managers signposted staff to support that may benefit them. Workbooks had been developed to promote therapeutic activities and to support each staff member to optimise their own mental health,

Staff religious and cultural needs were known and respected. Some staff did not work on certain days so they could observe important days within their chosen religion.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had highly effective governance systems and processes in place to monitor risk and drive continuous improvement in the quality of the service. Governance was embedded as a continuous process, with staff at all levels actively involved. People’s experiences and outcomes were central to decision making and used as the primary measure of service quality.

People, their relatives, staff and external professionals were routinely invited to share their views, and this feedback was used consistently and effectively to drive improvements. Regular care reviews, surveys and ongoing informal feedback ensured managers had a comprehensive understanding of people’s experiences, needs and expectations.

Staff competency checks and supervision were comprehensive and used as effective opportunities to explore staff understanding of people’s individual needs and expectations, and how these could be met in a consistently person-centred way. Feedback from both staff and people using the service was actively sought and used to inform supervision, competency assessments and ongoing development. This approach supported reflective practice, learning and continuous improvement in the quality of care delivered. Records we saw described people praising staff attitudes and performance.

A manager described the staff competency process, “ As part of my role, I do spot checks, competencies, meeting up with carers at clients houses and homes, checking infection control, mentoring them through any weak spots, reminders, medication competencies, making sure they are safely administered and recorded, moving and handling, making sure all of this is safe, maintaining client consent and dignity.”

A staff member said, “In my progress review I've put things forward. When I put forward points I feel they listen. For example, we have a new client who was experiencing social isolation. I had the idea that they might like the day centre. I reached out to [manager] they trusted my judgement, gave me all the relevant information and trusted me to speak with the client and pass this on. The client was really excited when I took this information to them."

Weekly audits undertaken by the registered manager were thorough and consistently applied. These ensured staff attended calls punctually and delivered care, fully in line with each person’s care plan. An annual external audit was also carried out by the franchise compliance leads. The service achieved 100% compliance with the external audit for 2025.

The provider had a business continuity and emergency planning document for staff to follow in the event of an emergency or unforeseen event that affected service delivery. This included information about individual people who used the service and risks. This meant the provider could take appropriate action in the order of priority of highest risks in the event of any disruption to business continuity. These documents supported local service planning, regulatory reporting and quality assurance.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The provider and staff had built strong community partnerships. Feedback from external professionals was positive. An external healthcare professional said about the service, “I found them to be very professional and providing a service user-centred package of care. They had a good relationship with the service user and were able to bring their expertise in caring for them to the discussions around moving and handling, as well as supporting the service user with the changes we were proposing and supporting them emotionally.” We received positive feedback from a partner agency, they told us, “I have only received positive feedback about Radfield Homecare.

The provider was actively involved in social care initiatives in the local community. They ran and operated a day care centre for older people. They supported the Syston district volunteer centre. The chairman told us, "I met [provider] approximately 2 years ago at a mental health workshop networking, since then we've been working together. We agreed when some of her employees had some down time they offered to drive for us, they do this as and when we need them really. It's not constant, it depends on what people's appointments are, it's very flexible. They help us out when they can. [provider] is one of my trustees now. We are both likeminded people and like to do things properly, which is important when you're dealing with vulnerable people."

The provider collaborated with external agencies such as Age Uk and social prescribers. The provider facilitated a community group to support people living with dementia and their carers with meaningful engagement and peer support. The group ran for 2 years in the local community but closed in late 2025 following a review of attendance numbers. People were supported to access alternative services where this was appropriate.

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 was part of a franchise group and attended annual conferences where learning and innovation across the group and within the wider sector was shared. Success and innovation was rewarded and celebrated. The service won an award for the ‘Be there pledge’ demonstrating their commitment to improving people’s lives.

The provider had a continuous improvement plan as part of the governance and audit cycle. This was set out in the following areas, staff development, medication handling and administering, care planning, complaints, documentation and learning from CQC. What was going well and areas for improvement were identified along with how improvements would be achieved and who was responsible for this action. For example, the improvement plan included the development of ‘Champion roles, increasing field-based support, additional staff training and making sure people knew of all the avenues available to raise a complaint.

The provider celebrated and rewarded staff success and innovation.