Archived: Radis Community Care (Milton Village)

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

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

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 service made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People and relatives confirmed they were involved in the assessment process. People confirmed they were able to access equipment and additional support from other agencies should this be required. The provider had the skills and expertise to ensure assessments captured a holistic view of the person. Assessments were person-centred and reflected people’s needs, risks, choices, skills, preferences and goals. The provider had worked with several agencies to coordinate care and support to enable people to return to their own home after a hospital stay.

The provider planned and delivered care collaboratively, focusing on each person’s individual needs, preferences, and what mattered most to them. Initial assessments were comprehensive and informed detailed care plans, which were developed with the person and, where appropriate, their family or healthcare professionals.

Care planning followed current legislation and best practice guidance, with policies regularly reviewed in line with national standards such as those from NICE. Staff were trained to implement these policies effectively.

People’s care needs were regularly reviewed and updated to reflect any changes. For example, if concerns arose around nutrition, mobility or medication, care plans were adjusted and referrals made to relevant professionals, such as dietitians or speech and language therapists.

The provider worked closely and effectively with a range of teams and services to fully support people’s health and wellbeing. This included coordinating with GPs, community nurses, social workers, therapists, and hospitals to ensure people received the right care at the right time.

Information from people’s assessments and care plans was shared promptly and securely when they moved between services or settings. This helped maintain continuity of care and prevented important details from being missed.

Staff also attended multi-agency meetings and case conferences where needed, contributing their knowledge of the person’s needs and preferences. This collaborative approach ensured that everyone involved in a person’s care worked together to provide consistent, personalised support that promoted their independence and quality of life.

The provider supported people to manage their health and wellbeing in a way that maximised their independence, choice, and control. Staff encouraged and enabled individuals to live healthier lives and, where possible, reduce their future need for care and support. People told us staff demonstrated a good understanding of their health needs and provided the support necessary to promote and maintain good health. Care plans contained detailed information about individuals’ specific health conditions and outlined how staff could effectively support them to manage these needs.

The provider routinely monitored people’s care and treatment to support continuous improvement and ensure positive outcomes. People told us they had agreed on desired outcomes for their care, which helped ensure both individuals and staff were working consistently towards shared goals. The provider used information recorded in daily care notes to generate reports for healthcare professionals when requested. This practice supported informed decisions about adjustments to people’s commissioned care hours, ensuring people received the appropriate level of care to meet their needs.

Staff demonstrate strong knowledge of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS). They understand the five key principles of the MCA, can carry out capacity assessments where needed, and follow the correct process for best interests decisions.

Mandatory training was in place, with regular refreshers and enhanced training for senior staff. Consent is always sought for care, and when individuals lack capacity, decisions are made in line with the MCA, involving families or advocates where appropriate.