Radiant Life Care

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.

At our last assessment we rated this key question requires improvement. 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 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, engagement, and understanding challenges and the needs of people and their communities.

People and their representatives told us they felt the service was managed well and they could speak to staff or a member of the management team when they wanted. A person told us, “I have no concerns, I am happy, and staff are very good.” Staff told us they liked working for the service. They told us the management team were always very helpful, and they felt supported. We noted the provider had received several compliments from relatives of people who use the service about the care and support being provided by staff. A healthcare professional also commented positively to us about the service and how it was run. We looked at the complaints records and found where people had raised concerns, these had been investigated and appropriate action taken. People had contact details for external agencies, which they could contact if they felt their complaints had not been resolved satisfactorily.

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. Leaders had the skills, knowledge, experience, and credibility to lead effectively. They did so with integrity, openness, and honesty.

The registered manager and provider operated an open-door policy where people, staff, relatives, and other professionals could contact them if they had any concerns. They knew they had to be open and transparent with the people using their services, whether or not something had gone wrong. People and relatives felt the registered manager was approachable. Staff told us the registered manager was very supportive and felt confident they would be listened to if they had any concerns. A member of staff told us, “The manager is very good, I can contact them at any time, they are always available to talk to.”

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

The provider had a whistle blowing policy and procedure in place. A whistle blower is a person who raises a concern about a wrongdoing in their workplace. Staff were clear about their responsibilities to report concerns and were able to describe the action they would take if they witnessed or suspected any abusive or neglectful practice. A member of staff told us, “If I have any concerns, I will talk to the manager. If nothing is done, I will contact the local authority or CQC.” Staff had received training and were aware on how to escalate any concerns that they might have to external agencies. We also noted this topic was discussed during staff meetings.

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 registered manager ensured people and staff had an equal opportunity and were not treated differently or discriminated against because of their characteristics. Staff told us they felt valued, and the management team was supportive to them. Staff also mentioned the service was a good place to work for. A member of staff said, “The manager is very supportive.” There were regular meetings held for staff to share their views and experiences. The registered manager encouraged people, relatives and staff to be involved in the day to day running of the service as much as possible.

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

The provider had effective systems in place to quality assure the services provided, manage risks and drive improvement. During this inspection, we noted improvements had been made around the concerns we identified at our previous inspection. Safeguarding concerns were monitored closely. These were reviewed by the registered manager and actions taken to reduce the likelihood of them happening again.

The management team undertook regular audits to monitor the quality of the service they provided. This included regular care plan reviews, medicines administration, staff training and health and safety checks audits. If shortfalls were identified, appropriate actions were taken.

The management team worked well with other health and social care professionals to support people using the service.

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 management team had good links with a number of health and social care professionals, and this helped to ensure people’s needs were fully met. They told us that they work with different types of agencies such as social workers, GPs, and other health professionals. People had access to a number of health care services within the community. Staff monitored people's health and welfare and reported any concerns to the management team who made referrals to health care professionals where required.

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 management team kept themselves up to date with best practice as far as health and social care was concerned. They regularly attended meetings, which were held by the local authority. They also regularly visited CQC website to make sure they were familiar with our regulations and to be aware of what was happening within health and social care sector.

People and their representatives were also kept informed of any changes happening with the service. There were systems in place for people and their relatives to give feedback on the quality of the service being provided. These were gained from regular phone calls as well as the management team visiting people in their homes. People were involved, where able, in decisions about their care, which helped them to retain choice and control over how their care and support was delivered. The management team carried out regular spot checks on staff to ensure people received the care and support as they had requested or wished.

The service had invested in training and development programs to promote equality, diversity, and inclusion. The management team encouraged inclusive practices in their decision making and interactions with staff and people who use the service.