Finalists for forthcoming 2020 Home Care Awards revealed

January 9, 2020

The finalists for the 2020 Home Care Awards – and therefore those that will progress through to the final stage of judging – have been announced.

The full list of finalists are listed below in alphabetical order, with most submitting multiple entries.

 
Each of the organisations have presented their submissions and supporting materials and passed the preliminary stage of the awards.

Their short-listed entries across various categories will now go forward to final stage ratification.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

The finalists include:

1 Oak Group
Ashridge Home Care
Bluebird Care
Bluebird Care Birmingham East
Bluebird Care Croydon
CareLineLive
Caremark (Aylesbury & Wycombe)
CarePlanner
Cera Care
Consultus Care Training Centre
Cura Homecare
eNano Health Limited
Fresenius Kabi and Calea
Good Oaks Home Care
Heritage Healthcare Franchising Limited
Home Care Preferred
Home Instead Senior Care
Lifted
Mobile Care Services Ltd
Nest Homecare
Promedica24
Right at Home Central London
Right at Home UK
Smooth Digital
SureCare Wolverhampton
Unique IQ Ltd

Related: Care Franchises – Search Franchise Reviews Directory

The winners will be announced at a lunch and ceremony on March 17, 2020 at the National Conference Centre, close to the NEC, Birmingham, where the Home Care Expo will take place.

Reservations for table places can now be made online and this link takes you directly to the booking form. The event has been organised by Stratford Projects.

By SARAH CLARKE

Source: Home Care Insight

Radfield Home Care to open first franchise in the East Midlands

January 7, 2020

Growing domiciliary care business Radfield Home Care has welcomed its first franchise partners in the East Midlands.

 
Sam and Jon Adie (pictured) will open a new office in Derbyshire in the coming months, providing care to local residents in Derby, South Derbyshire and Ashbourne.

A former PA of numerous blue chip companies, Sam and her husband Jon, an engineering director, have always had a desire to provide care and support services, but it was when they began sourcing care for Jon’s parents they struggled to find a high quality home care provider.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

“Having had a bad experience finding care for mum and dad, who were being failed by the system, the realisation set in very quickly that there were a lot of poor quality home care providers, and being so far away to help and support, made this extremely difficult. This has driven the need to want to make a difference in the care sector, and raise the quality and standards of care provided. I feel it’s really important to make sure that older people are made more aware of their choices,” Jon explained.

After researching numerous franchise opportunities, Sam recalls phoning Jon at work when she came across Radfield Home Care: “The Radfield family values really stood out. It feels more personal coming into a business at the stage Radfield is at and allows one to one support. The whole team are friendly, supportive and extremely knowledgeable,” she explained.

Related: Care Franchises – Search Franchise Reviews Directory

“Franchisors Hannah and Alex have always been involved and on hand at every stage of our franchise journey and are extremely friendly and approachable. The ‘quality’ culture shines through and the values the business holds, very much aligns with the core reasons of why we are entering the care sector.”

Sam and Jon have just completed the second stage of Radfield’s 20-day franchise partner training programme, the Radfield Runway, and have recently acquired their office on the outskirts of Derby city centre.

“We are really excited about our new premises in ‘Revive Healthy Living Centre’ in Derby,” said Sam.

Related: Radfield Home Care Franchise

“The close association with other healthcare professionals provides a great opportunity to create synergy across all businesses in the community. Our CQC application is also underway as we focus on appointing an enthusiastic and energetic registered care manager and spreading the word through our social media platforms.”

By SARAH CLARKE

Source: Home Care Insight

PerCurra launches a two-year graduates incentive package

December 23, 2019

The home care provider, PerCurra, has launched a ‘Graduate Franchisee’ package to attract more entrepreneurial talent into the care sector and as an incentive is offering graduate franchisees a two-year payment holiday.

PerCurra explains that its new package is particularly suitable for graduates at Master and MBA qualification level and its model gives students, who have not had the opportunity to build up a cash reserve, the chance to invest in the franchise following graduation by deferring payment.

 
Through its links with Nottingham Trent University, PerCurra found that many misconceptions about the home care sector existed amongst graduates, which given their age and life experiences may not have been surprising.

But once the varied nature of the sector, the responsibilities and the opportunities it presents for starting and developing a business were shared, PerCurra saw the levels of interest rise.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

‘Stigma of the role’

Gill Heppell, founder and managing director of PerCurra, said: “It’s often thought that the home care sector involves looking after elderly people and there is a stigma about the day-to-day role of what’s involved. However, 75 per cent of our business provides care for people who are under the age of 65.

“Our services are for people with a range of needs resulting from learning or physical disabilities, mental health or other health issues. We pride ourselves in helping people live the life they want to live, which makes this an extremely rewarding business.

“In the UK there has been a huge growth in the demand for at home care services. This strong demand, coupled with the extensive support we provide for our new franchisees in helping them to secure clients and establish a reliable, profitable franchise based on our proven system, is something we think will be popular with business minded graduates.”

Related: Care Franchises – Search Franchise Reviews Directory

The company added that by providing the opportunity to work in a growing sector with high levels of job satisfaction and making a positive impact on people’s lives, something that it sees as increasingly important to millennials, setting up a PerCurra franchise is small when compared to starting a business from scratch.

Heppell continued: “The graduates we have spoken to want to embark on a career that can make a difference to people, whilst also enabling them to run a successful business. I would encourage any entrepreneurial graduates who want to run their own business but be part of an established network to get in touch with us.”

The company is currently recruiting franchisees across the UK. Its franchisee package includes a six-month tailored training programme and support systems including IT infrastructure, marketing, staff recruitment, client acquisition and business development support.

Source: Franchise World

Home care provider Bluebird Care ranks 16th in Top 100 Franchises

December 20, 2019

Britain’s biggest home care provider Bluebird Care has been ranked 16th in the Elite Franchise Top 100 for 2020.

 
Each year Elite Franchise collates its top 100 franchises, basing the results on criteria like longevity, financial performance, network size, contribution to the industry and communities, support, innovation and future plans.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

This year, Bluebird care has come in at 16th place, growing to over 200 franchises in less than 15 years.

Penny West and Nick Ward, owners of Bluebird Care Wellingborough, said: “The network is like family, they mostly go on with their own lives, but are always there to support you when you need them.”

Related: Care Franchises – Search Franchise Reviews Directory

Bluebird is not resting on its laurels after this success.

Bluebird Care hopes to expand the business, while maintaining the high quality of care it provides. Its expansion plans will soon be revealed, and brand manager, Charlotte McKenzie said: “The plans will embrace the opportunities for developing specialisms in complex care support.”

Related: Bluebird Care Franchise

By SAM LEWIS

Source: Home Care Insight

Five home care providers ranked among top 100 franchisors

December 18, 2019

Five home care providers have been named among the top 100 franchise businesses in the UK.

Home Instead Senior Care, which has more than 200 franchise offices, was ranked second in the Elite Franchise 100 list, beating the likes of Subway, Vodafone and easyStorage.

 
The list, put together by Elite Franchise magazine, recognises the sector’s brightest businesses and ranks them according to a range of criteria, from their financial performance and heritage to their contribution to the community and the way they embrace innovation.

The final 100 companies were picked from a shortlist of over 900 franchisors operating within the UK.

Commenting on this year’s listing, Home Instead business development director Ruth Brown said: “It’s an honour to hold a top three position again this year and for our brand to be recognised as an exemplar of the very best in franchising.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

“We are quite rightly proud of the work we are doing to improve the lives of seniors in the UK and the opportunities we are creating for people to join our growing network, allowing them to follow their ambitions to run their own successful business.”

Caremark was ranked 15th on the list, closely followed by Bluebird Care in 16th position.

David Glover, managing director at Caremark, told Home Care Insight: “Elite Franchise Top 100 is one of the industry’s finest rankings and we are delighted to be included. It is a reflection on our franchise model, which is focussed on long-term business prosperity whilst ensuring the provision of high-quality home care to vulnerable customers in the local communities we serve.

“Of course, ranking in the Elite Franchise Top 100 is a testament to our amazing franchisees, who work extremely hard to achieve business success and uphold Caremark’s sterling reputation. I’d like to thank each and every one of them, as well as all our own staff, for their contributions to this fantastic company.”

Related: Care Franchises – Search Franchise Reviews Directory

Heritage Healthcare was also recognised on the list, for the third year in a row. Launched in 2008, the company started its franchising journey five years later and now operates in 21 territories. The company was ranked 38th on the 2020 list.

Director of Heritage Healthcare Franchising Michelle Fenwick said: “We are pleased that we have made the list consistently now for the last three years and look forward to 2020 where we can further improve and strengthen our offering to current and future franchisees.”

Radfield Home Care is the youngest home care franchise business on the list, having started franchising just three years ago, and was named in 58th position.

Franchisor, Dr Hannah MacKechnie said: “The Elite Franchise 100 is the third industry leading award we have achieved in 2019 and adds to our accreditations for both the franchise opportunity and care service.

“We have always believed that the support a franchisor provides is the most important aspect of any franchise model, and our consistent recognition during our short franchise journey so far really demonstrates this. As we look towards 2020, this is another accolade that demonstrates the strength of our franchise opportunity to those interested in launching their own rewarding home care business.”

By SARAH CLARKE

Source: Home Care Insight

Caring Wirral couple receive top award for their ‘amazing cultures and values’

December 16, 2019

A WIRRAL couple who co-own Home Instead Senior Care Wirral have received the Amazing Cultures and Values Award at a national industry event.

 
Mike and Catharine Chalton, who own the CQC Outstanding rated care company, were presented with the award, which is the first to have ever been presented to a local Home Instead business owner, after being picked from more than 200 potential candidates at the Home Instead Senior Care’s annual national conference.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

For the last 13 years, Mike and Catharine have lived and breathed the Home Instead Senior Care ethos and were one of the very first franchise offices of Home Instead.

The company say that the caring couple have always been ‘unwavering in focusing on their high standards of client and caregiver care.’

In nominating the Chaltons for this recognition award, one of their colleagues said: “Cath and Mike are selfless when it comes to giving their time to help other owners and the national office team develop new initiatives/projects and have been inspiration to us in our journey with Home Instead.”

Related: Care Franchises – Search Franchise Reviews Directory

Not only have Mike and Catharine been delivering an exceptional and compassionate in-home care service to their senior clients in Wirral, but Catharine has also represented Home Instead on the British Franchise Association (BFA) for many years.

On receiving the award Mike said: “Catharine and I were very humbled to receive this award.

“Having spent 13 years living the Home Instead culture and values it has always felt a privilege to have the opportunity help other people.

“As one of the first Home Instead franchises we have had the added privilege of being able to help and support our fellow owners as they have grown their businesses.

Related: Home Instead Senior Care Franchise

“To receive recognition for this from our peers is something we will treasure for many years.

“Thank you to everyone.”

By Lauren Jones

Source: Wirral Globe

THE BIG INTERVIEW: Heritage Healthcare Franchising director Michelle Fenwick

December 14, 2019

Heritage Healthcare is a family-run home care business with over 80 years’ experience of delivering care and support for the elderly.

Operating in 21 territories and with plans to expand overseas, it is also a growing franchise business – and has been celebrated as such with a listing in the prestigious Elite Franchise Top 100 for the last three years.

 
But franchising and, indeed, delivering home care, were never actually meant to be on the agenda for the company.

For Heritage Healthcare CEO Glenn Pickersgill (pictured centre-right), caring is a family profession. His grandmother Annie ran a successful care home in Darlington from 1955 until 1970, when Glenn’s parents Marion and Jim took over.

Glenn was only ten when he got his first real insight into caring for residents, and went on to own his first care home in 1984, forming Supreme Care Homes.

He then sold the business in 2006 and took a break from the social care sector. But the lure of the industry was strong, and in 2008 he formed Heritage Healthcare with his wife Sally (pictured centre-left).

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

They had plans to open another care home under the new company, until their paths crossed with a former employee.

Michelle Fenwick (pictured right), who started her career as a care assistant at the age of 18 and had later worked for Glenn at Supreme Care Homes, stayed in the sector when the company was sold and, over a short period of time, noticed a big shift from residential to domiciliary care.

“That shift in society started between 2006 and 2008. I could see that home care was growing and growing, while the beds in the care homes I was looking after were becoming more available,” she said.

Michelle joined Heritage Healthcare in 2009 as registered manager and is now the director of Heritage Healthcare Franchising, and one of just two Qualified Franchise Professionals in the sector.

Here, she reflects on the rapid growth of the business since it started franchising in 2013 and discusses some of the challenges she faces in supporting and recruiting franchisees.

When did the Heritage Healthcare team know that it was the right time to start franchising?

Glenn became a joint franchisee with his son, Daniel. They purchased a Signs Express franchise in Darlington, which is still successful today. That’s when Glenn really first paid attention to franchising, but it was on a basis of a franchisee. So when we started looking into it, we discovered the home care brands that had franchised or had arrived in this country with an American brand, and we realised that they were doing exactly what we were doing. So we decided to look into a bit further, and that’s where my role came in.

Your job is to support the franchisees to deliver a high quality service to the clients. How do you go about doing this?

That’s one of my jobs, but my main job is the recruitment or awarding of a franchise. No franchisee would join our network without being checked by me – I’m involved in their whole journey, right until registration with the Care Quality Commission. So I’m the face of the brand, the franchise expert for Heritage Healthcare and I recruit every single franchisee that we have.
If they don’t have the same passion as we do for care and the same passion for recruiting the right people and caring for those employees, then they don’t make it very far in the process. I also then look after the support team that looks after the franchisees and their staff.

Related: Care Franchises – Search Franchise Reviews Directory

What’s your criteria for a franchisee to work with you?

They don’t necessarily have to have care experience. A lot of people think that if you are buying into this sector then you need to be experienced in the sector, but you don’t. So as a franchisee, I look at their personality and their previous experience in managing people. That’s very important because if you are buying a franchise, that’s the start of your own business, which makes you an employer. I look for somebody that wants to make some sort of an impact within their community as well, but if they are not interested in doing that and they continue to ask me about the financial side of the business then that rings alarm bells for me. It’s also important to us that individuals or partners are fully involved in the day-to-day running of their business. We’ve turned down many potential franchisee because they want to purchase it, but for someone else to run it. That’s not we want within our brand.

How do you prepare franchises for an inspection?

We deliver a very comprehensive audit and then provide strict action plans, if necessary, that will enable a franchisee to show full compliance. We teach franchisees to audit their business as well, so that the CQC can see that they are also familiar with what’s required for them to be compliant. We also discuss recent inspections throughout the network. We are a growing network so we are inspected on a frequent basis because we have so many branches, and once those inspections are carried out, we then share feedback from those inspections with the rest of the network.

What are the biggest challenges when it comes to facing an inspection?

No two inspectors are the same. So every single inspector has a different opinion or interpretation of the regulations, and this then has an effect on the outcome of the inspection. We didn’t realise this was the case when we didn’t have as many branches, but now we do, and this is something we often talk about as franchisors in the care sector. We can clearly see that one inspector will rate and view the same branch completely differently to another inspector. So they bring their own interpretation into it, and their own feelings and opinions, and that really shouldn’t be the case.

The CQC said at its recent State of Care press conference that while there are more people staying at home for longer and there is less demand for care homes, there’s not enough money going into domiciliary care and this is proving a problem. Do you see this as an issue as well?

I do see that there is a deficit in the amount of funds that are available for the home care sector. It’s great that the CQC stood up and acknowledged that, but the CQC is very good at taking a lot of those funds to fund themselves. We pay an absolute fortune to the CQC for a really poor service. If we provided a poor service, they would be very quick to tell us that, but we aren’t able to criticise them. Our fees to them a few years ago would have been about £770 to be registered for the year, but we’re now coming up to over £2,000.

Why have the fees gone up so dramatically?

They would say that they need investment to be able to inspect. I don’t know how much inspectors get paid by the CQC, but the service is actually worse now than it was a few years ago for us as providers. There are areas in the country that are desperate for care services – we hear all the time about people being stuck in hospital waiting for care. We are a growing brand desperate to get our services registered so that we can provide employment and services to the clients, but one of our branches took 19 weeks for somebody at the Care Quality Commission to speak to us. I think some people are a bit frightened to talk about this, but I stand by this. They charge an absolute fortune.

Related: Heritage Healthcare Franchise

They also brought in a new way of charging us for our registration for the year, and it was going to be charged per client, so dependent on how many clients you had was the rate that you paid. They were wanting to target companies who had lots of clients, not on the basis that we’ve done very well, recruited very well and grown our clients list. We were now going to be penalised. What it’s also done is said that for those clients who don’t require substantial services, but need social support or respite care, ‘we are not going to take on those packages because you pay the same for that client as you do for a client paying 40 hours’. They didn’t get it right at all. I think that billing has now been thrown out after a year, so all that money has been wasted.

Some providers have accused adult social care inspectors of creating a barrier to innovation and preventing a shift to digital. Would you agree?

Yes. We seem to be moving forward much more quickly than the Care Quality Commission is. We are three quarters of the way through with implementing electronic document systems, call monitoring systems and electronic MAR charts into our branches. Lone working now is not the issue it was a few years ago because we can physically see where our staff are and that they are safe and have attended calls. These systems are very expensive, and we are all funding this to keep ahead of each other, but we are way ahead of the CQC. We’ve had inspections recently where inspectors didn’t know how to use the systems and because they didn’t understand them they instantly didn’t like them, and they want to see evidence on paper, but that’s not how we run now.

We are not doing anything wrong – the regulations say we don’t have to present documents on paper – but that’s what’s expected and if you don’t deliver that then you can be given a poor rating. And if you receive a poor rating then you are stuck with that poor rating for at least 12 to 18 months, and the damage that can do to your business is scary. The thousands of pounds that we pay to the CQC every year should be enough money for inspectors to be able to understand these systems. But some inspectors may only have a few years left in the role and don’t see why they should go and learn something new.

Moving on to your role as director of franchising, you were the first person to become a Qualified Franchise Professional in the care sector. What did this programme entail?

I qualified back in May 2014. The qualification takes the form of four courses – how to understand a franchisee’s financial performance, how to speed up the growth of the network, how to monitor the performance of franchisees and how to motivate franchisees. After you successfully complete those four courses, there is then a dissertation on two random subjects. You are then interviewed by a panel of franchise experts and find out whether you have qualified.

Why do you think there aren’t more care professionals studying for this qualification?

There’s a lot of work, and also a lot of expense, involved. It’s all done over at Warwick University, which is nowhere near me, so I had to stay overnight at hotels when I was there. Also, to take the time out of your business to study for a qualification is quite difficult. For me, we didn’t have a whole network of franchisees at the time, so it wasn’t as hard. There was a lot of value for us as a company to have a QFP within the team, but I also think it’s important for credibility – you need to evidence that you know what you are talking about in franchising. Obviously I could support people in care – I’ve lived care for the last 25 years – but for the franchise side of things, I needed to make sure people were confident in what I was saying, and I think the QFP certainly brought that.

Heritage Healthcare has now grown to provide care and support in 21 territories. Given that you weren’t planning to go into franchising, were you surprised by this level of growth?

I wouldn’t say I was surprised – I was pleased with the growth – and we’ve done that while still running our existing care business in the North East, which is a very large area that we cover as company-owned. I would also say that we have grown at a rate that was sustainable for us and our support team, and I think that’s what’s really important to our franchise network as well. We could easily have opened 40 franchisees, let’s say, but that would have affected the quality of support that we could offer. So we were very selective about who we awarded a franchise to, which has certainly worked in our favour.

Having started out in the social care sector as a care assistant at the age of 18 and gone onto become the director of a franchise business, what advice would you give to young people hoping to follow the same path?

I think that all people can be successful if they are hardworking and determined enough. Being a carer is a career and it’s not the low-paid job that it has been viewed as over the years. Because people are staying at home for longer, their needs are more complex and our carers need to be far more highly skilled than they ever used to be. Some of our carers are borderline nurses now, because of the level and the standard of care that we give within a client’s home. So I just hope people remain within the sector wherever possible because it’s desperately needed. I have been lucky enough to have been involved in the care sector for the past 25 years, but it doesn’t feel like a job – I love what I do. But you do have to love it, otherwise you would give into the exhaustion that there is sometimes within this sector. Also, as carers, we need to be supported by the people at home who love us. It’s difficult to care for people every day, particularly within palliative care services.

Recruitment and retention are two of the biggest challenges facing the social care sector at the moment. As someone who has worked their way up the career ladder, what are the biggest barriers to recruiting and retaining staff and how can we overcome them?

I think people still view it as a low-paid job. We try to advertise as much as we can that we don’t pay minimum wage in any of our branches – we always go higher than that – and we try and achieve as much investment as we can for our staff and we look after them. So rather than having staff drive all around a territory, we give them runs that are well thought-out and we match them with clients that match their personalities.

From a recruitment point of view, the difficulty we have now is that lots of other jobs within the local community, such as working in shops and bars, are paying about the same rates. So we talk to potential employees about how they can develop within this particular sector and all the opportunities that there are. We also talk to them about investment in their key skills, so things like English and Maths, if that’s appropriate for them. We look at incentives as well, so we offer them mobile phones in some our branches. This saves them money because they don’t need to have their own mobile phone. There’s also a lot of competition between care providers too, so we have to make sure that your offer is as attractive as it can be.

What are your ambitions for Heritage Healthcare Franchising over the next 12 months?

This is very simple. Over the next 12 months, we would love our network to continue to grow. We would like to award a franchise within the North East as we don’t actually have anyone within our home ground. We also hope to launch or first master franchise within the next 12 to 18 months. We launched Heritage Healthcare International in April 2018 and have since received interest from potential franchisees in the Netherlands, Denmark, Sweden and Norway. We think Scandinavia is a good fit for the brand and the quality of the services that we provide. So we have consultants in place and we are looking at growing internationally. The master franchise will run a pilot operation for 12 months before it is eligible to sell to franchisees within their territory.

By SARAH CLARKE

Source: Home Care Insight

Double ‘Outstanding’ Home Instead franchise achieves perfect score

December 10, 2019

A Home Instead franchise based in Market Harborough has achieved the highest possible rating from the Care Quality Commission.

The regulator rated Home Instead Senior Care (HISC) Market Harborough, Rutland and Corby as ‘Outstanding’ in all five areas of inspection, an accolade achieved by less than 0.2% of England’s adult home care providers.

 
The news marks the second ‘Outstanding’ rating for the HISC branch. In 2016, the provider achieved the rating for two out of five inspection areas.

In its report, the CQC said the service had a culture of continuous improvement and had systems in place to “sustain outstanding care and further improve the service”.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

Inspectors also praised the provider for its “innovative approach to training” and for working with specialist agencies to train staff on how the conditions people lived with impacted their lives.

Business owner Gail Devereux-Batchelor set up the service in 2011 in response to the difficulty she faced trying to find suitable care for her terminally ill sister.

“My sister needed palliative care, but we couldn’t find a reliable, high-quality service. It was Christmas time and I remember sitting on the lounge floor with my laptop on Boxing Day, desperate to find an organisation to help – and that’s when I came across Home Instead,” she said.

Related: Care Franchises – Search Franchise Reviews Directory

“I was so impressed with their ethos and values I decided to set up my own Home Instead office here in Market Harborough. Out of something very sad came something very positive: we discovered how big a difference we could make to the lives of our clients and their families. This business is my sister’s legacy, and that’s a real comfort to me.”

The CQC report gave examples of the company’s “exceptional” service and “trusting” relationships formed between clients and their caregivers.

One relative said, “The carers are tailor made for us, we said what sort of people we would like, they are two real crackers. I couldn’t fault them.”

Clients also spoke enthusiastically about the care they received, with one saying, “It’s like having friends popping in to give you a hand when you need it most.”

Related: Home Instead Senior Care Franchise

Commenting on the inspection, Devereux-Batchelor praised her team.

“I am so fortunate to have the most amazing people to work with. They all share the Home Instead ethos and this shines through in the report,” she said.

“I would like to thank all of our clients and their families for their kind words. A big special thank you goes out to our caregivers; without them, we would not be able to deliver our outstanding service.”

By SARAH CLARKE

Source: Home Care Insight

Radfield Home Care creates digital support system for growing franchise network

December 10, 2019

Award winning domiciliary care provider Radfield Home Care has launched a new digital franchise management system for all franchise communication, support and documentation.

The Radfield Internal User System, named Radius, is designed to help franchise partners seek the most from their franchisor’s support systems, network with their peers and access the latest critical documentation.

 
It is also designed to enable Radfield’s compliance and regulation team to ensure franchise partners are alerted to the latest Care Quality Commission updates – taking the pain of keeping abreast of regulatory updates away from franchise partners.

Franchisor Dr Hannah MacKechnie oversaw the implementation of Radius and paid close attention to its functionality and usability to ensure franchise partners could easily adapt to the new system and benefit from what it has to offer.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

She said: “As the Radfield franchise network continues to grow, we are committed to developing the franchise offering to ensure we continue to provide leading support and guidance to our partners at all stages of the business lifecycle. The new Radius system is a huge step to help us achieve this.

“Franchise partners will feel the impact of Radius before they even start their initial training at the very beginning of their Radfield journey. The system provides new franchise partners with a clear journey, that adapts to their progression, learning and status; providing them with clear tasks to guide them from signing their franchise agreement to providing care to their first clients.

Related: Care Franchises – Search Franchise Reviews Directory

“Beyond this introductory pathway for new franchise partners, Radius hosts various communication channels to liaise with national office team members and other franchises; training modules for ongoing franchise partner development; support tickets to submit and track queries, suggestions and ideas; as well as all critical documents, policies, procedures and updates. It will become the central hub for franchise partners Radfield Home Care journey.”

Radfield Home Care was announced as the winner of the British Franchise Association’s Emerging Franchisor of the Year 2019 in July.

Related: Radfield Home Care Franchise

Specialising in private care at-home services for the UK’s ageing population, Radfield was selected by the judges due to its demonstrable franchise support systems, ethical business model and community involvement – beating numerous other franchise brands to the accolade.

By SARAH CLARKE

Source: Home Care Insight

American home care provider to open new franchises in London

December 6, 2019

One of America’s largest home care providers is celebrating a year on British soil by welcoming three new franchisees to its UK network.

Visiting Angels arrived in the UK in October 2018, opening a pilot franchise in Sheffield, and is marking its first anniversary by branching out into London.

 
The new franchisees, Mayan Shah and husband-and-wife team Hammad Cheema and Grace Peters, will open new offices in Boston Manor and Harrow respectively, supporting the needs of their local communities.

Visiting Angels was established in the US in 1998 and has since grown to over 600 franchisees operating in five countries.

Related: Senior Care Franchise UK – Should You Buy UK Senior Care Franchises?

Since its launch in the UK, the pilot franchise in Sheffield has been named the ‘Best International Franchise’ at Visiting Angels’ annual conference. It has also been nominated for three Great British Care Awards – success the new business owners are keen to replicate.

Visiting Angels UK managing director Dan Archer said: “It’s crucial that we award franchises to people who, like Hammad, Grace and Mayan, truly share in our vision and passion to do things differently. We’re really beginning to pave the way and encourage the rest of the sector to get behind our carer-centric approach. We’ve already noticed a shift in attitudes towards the Visiting Angels’ way.”

Related: Care Franchises – Search Franchise Reviews Directory

The new franchisees have received training at Visiting Angels’ headquarters in Philadelphia and at the UK head office.

“The training went very well – it provided us with an in-depth look into the franchise and gave me many ideas for the future,” said Mayan Shah.

Commenting on his plans for the franchise, Shah said: “I’ve made the personal pledge to raise my carers up to the London Living Wage once they’ve successfully completed three months with Visiting Angels. Our carer-centric approach is extremely important to me. I want to alleviate employee stress as much as I can, so they can concentrate on delivering high-quality care to our clients.”

By SARAH CLARKE

Source: Home Care Insight