Radfield Home Care Leicester East, Groby & Oadby

The service was exceptionally person-centred, with care tailored to individual needs and delivered in creative ways that promoted independence and social connection. The provider consistently recognised and respected people’s strengths, abilities, aspirations, culture, unique backgrounds and protected characteristics. People were actively encouraged and supported to pursue their hobbies and interests and to explore new activities. Staff demonstrated a strong understanding of what mattered most to people, including the importance of both current and past relationships. People were supported to maintain valued relationships, to reconnect with old friends and to reflect on past relationships and meaningful life experiences. This approach had a profoundly positive impact on people’s quality of life, emotional wellbeing and confidence.

Staff were motivated and supported to provide person centred care. They were encouraged to contribute to and improve people’s experience and increase peoples’ quality of life. They felt valued, listened to and trusted, and were actively encouraged to share ideas, reflect on practice and contribute to service development. This inclusive culture fostered innovation, accountability and pride in their work. Staff told us they felt inspired to go the extra mile, which directly enhanced people’s experiences and quality of life.

The provider was exceptional at treating people with kindness, empathy and compassion. Feedback about care staff was consistently positive. This included staff always being kind, caring and well trained. Leadership was inclusive with a focus on equity, continuous learning and improvement, with a commitment to making a positive difference.

People were supported by consistent staff or teams of staff who knew them well. Staff had time to spend with people and had built positive professional relationships. Call times and attendance were closely monitored and reviewed to promote effective outcomes based on people’s identified and changing needs. Systems and processes were in place to ensure calls were never missed and if there were changes to call times, people were kept informed.

Governance systems and processes were robust, providing strong assurance while remaining firmly centred on people’s experiences, outcomes and wellbeing. Information from audits, reviews, feedback, incidents and quality monitoring was used dynamically to drive continuous improvement. Decision making consistently prioritised what mattered most to people using the service, resulting in positive, sustained outcomes and an outstanding quality of care

Overall, the service demonstrated distinctive leadership, outstanding governance and an embedded person-centred culture. These elements worked together seamlessly to deliver care that was consistently exceptional and made a significant, positive difference to the lives of people who used the service