Archived: Radis Community Care (Milton Village)

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their 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.

Staff treated people with kindness, empathy, and compassion, ensuring that their privacy and dignity were always respected. People and relatives’ feedback highlighted staff were not only caring and attentive, but also approachable and responsive to their individual needs. Staff we spoke with demonstrated a clear commitment to their roles, showing motivation and a thorough understanding of the unique needs, preferences, and histories of the people they supported. This person-centred approach helped to foster trusting relationships and promoted a caring environment.

Staff treated people as individuals, ensuring their care, support, and treatment were tailored to meet their specific needs and preferences. They considered each person’s strengths, abilities, aspirations, cultural background, unique life experiences, and protected characteristics.

Care was delivered with flexibility to accommodate individual preferences, wishes, and any changes in people’s needs over time. People were actively involved in developing their own care plans, which included detailed information about their backgrounds, life histories, and personal preferences. This person-centred approach helped ensure that everyone was respected and supported effectively.

The provider actively promoted people’s independence by ensuring they were fully informed about their rights and empowered to exercise choice and control over all aspects of their care, treatment, and wellbeing. People were supported to make decisions about their daily lives, including how, when, and by whom their care was delivered. This approach recognised and respected individual preferences, values, and cultural backgrounds, enabling people to live as autonomously as possible.

People told us they were encouraged to express their wishes and that staff listened and responded respectfully to their choices. Care plans were regularly reviewed and updated to reflect people’s changing needs and preferences, with a focus on providing the least restrictive care possible. These plans detailed preferred routines, activities, and levels of independence, helping staff to deliver personalised care that supported individuals’ rights to self-determination.

Staff were trained to support people in decision-making, providing guidance and assistance when needed, while promoting autonomy and dignity. When people faced challenges or required additional support, staff balanced respect for their independence with compassionate intervention, ensuring people felt safe and empowered at all times.

The provider listened carefully to and understood people’s needs, views, and wishes. Staff were responsive, addressing people’s needs promptly to minimise any discomfort, concern, or distress. People told us they had noticed improvements in how quickly and effectively staff responded to their immediate needs, particularly when using the call bell system to request assistance. This responsiveness helped to reduce waiting times and ensured that people received timely support tailored to their individual needs.

The provider demonstrated a strong commitment to supporting their staff, recognising that a well-supported workforce is essential to delivering high-quality care. They actively promoted staff wellbeing through a range of initiatives designed to foster a positive and healthy working environment. This included regular wellbeing check-ins, access to mental health resources, and opportunities for staff to discuss any concerns confidentially with management.

Staff received ongoing training and development opportunities tailored to their individual roles and aspirations, empowering them to enhance their skills and confidence. A member of staff commented, “I have all the training I need”. The provider encouraged a culture of enablement, where staff were supported to take ownership of their professional growth and contribute ideas to improve service delivery. Flexible working arrangements and consideration of work-life balance further demonstrated the provider’s commitment to staff welfare.

Leadership teams maintained open and transparent communication channels, ensuring staff felt valued, listened to, and involved in decision-making processes. Regular team meetings and forums allowed staff to share feedback and collaborate on solutions, fostering a sense of belonging and collective responsibility.