Radiant care services LTD

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• 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

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.

At our last assessment we rated this key question Requires Improvement. We also identified a breach of Regulation 17 (Good governance). At this assessment the rating has changed to 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 71 (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, engagement, and understanding challenges and the needs of people they supported. The registered manager told us, “The organisation’s vision is clear and precise and disseminated throughout the organisation to create a culture of excellence and continuous improvement.” The provider’s mission statement was on display in the office which is where staff spent their comfort breaks between care calls. When we asked staff what the vision of the service was, one staff member told us, “Providing high-quality person-centred care to all individuals we support with respect and dignity. Independence in one's home is key and ensuring safety and choice.” The registered manager told us the service’s mantra was “A stitch in time saves nine. It means we need to report concerns straight away to support that person. The beauty of having regular care workers is they know people well. They know if someone doesn’t finish a cup of tea that’s a sign something is wrong and they need to raise a concern.” During our conversations with staff, this mantra was echoed. One staff member said, “We say stitch in time saves nine, such as observing a lack of water intake and reporting it saves [an infection] occurring.”

The provider had 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. There was a clear staffing structure within the service, with distinct routes of escalation of issues.

The registered manager ensured staff were able to contact them for any professional or personal issues and kept their office door open when not in meetings to allow staff to communicate with them easily. A staff member told us, “They have a strong culture of communication. They’re very supportive.” Another staff member said, “I am grateful for the support I receive from mainly my supervisors and the manager and the great work they do in ensuring I execute my duties happily, comfortably and confidently.” A further staff member said, “They are effective leaders, they demonstrate appropriate knowledge, visibility, and responsiveness to concerns, fostering a positive environment.”

The management team completed care calls to support people where there were gaps in the rota due to sickness or emergencies. People we spoke to confirmed this, with one person telling us, “The [registered manager] of the company came around to see me yesterday and had lunch with me, which was very nice. She stayed for over an hour. They keep on top on things.” This meant the registered manager was visible to both people and staff and created a inclusive environment where they lead by example.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us, “They’re encouraged to speak up. We do a carers survey which they can do anonymously. We direct them to the whistleblowing policy too. That survey encourages them to write freely so we can sort the problem.” Staff we spoke to confirmed this. One staff member told us, “Yes we are encouraged to speak up, staff surveys, whistleblowing policy is clear.”

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, and support. One staff member told us, “I know the who the supervisors are, coordinators. I know who to discuss finance with and if need to escalate any matter I know who to go to.” We identified the service had received two complaints in the last 12 months, and these had been acted on appropriately and resolutions achieved.

The management team regularly audited the quality and safety of care. The registered manager told us, “Regular audits are conducted on a weekly basis to pick up operational trends. This is repeated monthly to derive learning opportunities to identify areas for strategic improvement.”

The provider acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The registered manager told us, “Radiant Care Services management have built meaningful connections with other healthcare professionals such as GPs, pharmacies, podiatrists, district nurses, occupational therapists and hospice teams. The organisation also supports the local football club and charities such as the Royal British Legion Redhill building strong relationships within the community.” They also described how they were presenting at a local school to encourage girls to pursue management roles.

External partners were complimentary of the service. One partner told us, “We have worked alongside Radiant care for a number of years now and we have found them to be extremely helpful and will always listen to any concerns that we may have relating to a [person].” Another partner said, “They appear to communicate very well with relevant family members and social care with concerns or issues they come across.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The registered manager told us, “We sent out a survey to people and their relatives in December and didn’t get a huge return so did a telephone call too which was outsourced to an external company so people could be open with their feedback so we get a clearer picture.” During this feedback, several people commented how the timekeeping of staff could be better. The registered manager confirmed that following this feedback, discussions were had with people where some had asked for a different call time. They explained, “Some people said they would like an alternative time for the calls which can’t be managed currently but will be reviewed after our recruitment process. Once someone knows what’s happening it helps.”

People we spoke with extremely complimentary of the service they received. One person said, “I don’t know if they could improve on much. Not on the service we’ve received. It is very good. You are kept informed of everything all the time. If they are running late, you are always informed. They respond very well to feedback. They want to know in which way they can help and they will do that.” Staff confirmed they were also encouraged to give their ideas for improvement in the service.

The service had also received several pieces of positive feedback. A relative had fed back they were very happy and felt he could not manage without the carers support. Another had left a recent review online of the service which stated, “Both management and carers are delightful people, with all the personal qualities and abilities that one could ever wish for. They are unfailingly alert to all the needs of their clients and always eager to help in any way that they can. I could list several examples of devoted care provided beyond the call of duty.”