Radfield Home Care Chingford & Loughton

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 Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion.

The services mission is making people feel special, valued, important. Service objectives were monitored through audits. People, relatives and staff were positive about the service. A relative told us, “We would definitely recommend the agency. They go above and beyond in the support to [person].”

Staff told us the culture within the service was positive and they were supported when needed. A staff member told us, “I have seen so far this is the most supportive agency and most sensibly run agency. We can have an honest conversation about anything and there is no blame culture. Their nuance is very approachable.”

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us the registered manager supported them.

The registered manager operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.

The provider had inclusive leaders at all levels who understood the context in which they delivered care.

The registered manager knew people well and were committed in improving the service to ensure people received high quality care. A relative told us, “[Registered manager] is always proactive and works very hard to get a good resolution to any issue we may have.”

Staff meetings were held. Agenda involved service updates and updates on people’s care. Management also gave staff opportunities to provide feedback in those meetings.

Staff were positive about the registered manager. A staff member told us, “My impression is that [registered manager] is very good what they do, I never called them and have them short with me, they seem to be very thorough. They can sort out my problem.”

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

A whistleblowing policy was in place that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

Systems were in place for staff to raise concerns internally and externally. Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to, for example, contacting the local authority with their concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider valued diversity in their workforce. Staff did not have any concerns with lack of support and were positive about the service and the management team valuing diversity.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably.

The provider had a clear equality, diversity, and human rights policy to ensure that neither staff nor people using the service were subjected to discrimination.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support.

The provider demonstrated a dedication to upholding good standards of care and safety throughout the service. This was achieved through the implementation of audits encompassing a range of critical areas. This included medicines audits, which were routinely conducted to ensure that medicines were managed safely. Care planning audits ensured that individual care plans were accurate, up to date and responsive to the evolving needs of people. Audits were also carried out on call logs, staff files and reviewing staff training to ensure staff have completed essential training.

Alongside scheduled audits, the provider carried out unannounced spot checks to ensure staff consistently followed procedures and training. This combined approach promoted continuous improvement, accountability and compliance, while prioritising the safety, dignity, and wellbeing of those receiving care.

Systems were in place to attain feedback from people, relatives and staff through reviews, surveys and as part of staff supervisions and meetings.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The registered manager and staff told us they worked in partnership with health and social professionals to ensure people were always in the best of health. Records confirmed people had access to social and health professionals to ensure they were in the best of health such as working with Occupational Therapists to support people with safe moving and handling.

The service was also involved in local community and organised a number of community projects for local people. Those included art and wellbeing, cooking and exercise clubs to support the local community.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

There were a range of monitoring and audit tools to assess and monitor the delivery of care and support to people.

The service had systems in place for learning and improvements with feedback being sought from, people and staff to ensure there was a culture of continuous improvement and to support the registered manager on enhancing overall service quality. Comments from the recent completed satisfaction surveys were positive. A person told us, “[Registered manager] rings me regularly to ask if I’m satisfied with the service.”