Radis Community Care (Hereford Supported Living)

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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed before they began to use the service. People’s views were listened to when assessments were carried out. People’s relatives confirmed they were involved in the assessment process.Assessments were person-centred and reflected people’s needs, risks, choices, skills and preferences. The provider carried out regular care reviews and ensure people’s needs continued to be met.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff told us they used a variety of different evidence-based tools to support assessing people’s needs, risks and developing care plans. We saw people had risk assessments in place for specific needs such as nutrition and hydration.Staff completed training so they had the right skills and knowledge to support people with a learning disability and/or autistic people and people living with dementia. Staff were well trained and understood the conditions of the people they supported.

People’s relatives told us staff knew how to communicate with their family member and were aware of their health needs. One person’s relatives told us, “She (the manager) calls me if there’s anything I need to know.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The provider had systems in place to ensure staff worked together to support people and worked with other agencies to design peoples care and support plans. The management team? told us and records confirmed, they used a multi-disciplinary team (MDT) approach to developing peoples care plans and risk assessments. We saw other agencies were involved in people’s care and support plans and risk assessments.

Staff worked well with external healthcare professionals. They made timely referrals when they identified people had a specific need. Management communicated with various professionals such as the local authority, GP and district nurses.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. Staff were aware of people’s needs and knew how to notice if people were unwell. A member of staff told us, “I have been with the company for many years now and have a good understanding of people’s needs and health. I know when people aren’t feeling a 100% but most of the time the resident tells us, and we contact professionals then to seek medical advice.”

Care plans were detailed and personalised. There was information for staff on how to monitor and care for people to keep them safe and well. People’s healthcare needs and medical histories were documented in their care plans. Care plans included details about how people’s health and medical conditions affected their everyday life and how staff could support them to overcome difficulties.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff knew the people they supported well and how to support them to achieve both health-related outcomes and try to improve their quality of life. People’s care plans identified specific goals and outcomes related to their care.For example, one person’s care plan was focused on maximising the person’s independence by accessing community, managing and maintaining nutrition and hydration and support with managing personal care. Daily notes were completed by staff. These enabled staff to monitor people and help staff respond to people’s changing needs promptly to help promote positive outcomes.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff had received training on the Mental Capacity Act 2005. Staff were aware of the importance of giving people time to make their own decisions where possible. Staff told us people had capacity to make their own decisions, and they understood the process of making decisions in people’s best interest if this was required. The management team confirmed everyone they supported had capacity to make their own decisions. Staff confirmed this and the records we saw supported this. The provider had systems in place to ensure they could assess people’s capacity to consent and could document any decisions taken in people’s best interests. The management understood their responsibilities and this meant people’s rights were protected.