Radis Community Care (Hereford Supported Living)

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 good. At this assessment the rating has remained 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.

Policies, procedures and communication had regard to transparency, equity, equality and human rights, diversity and inclusion, engagement and community. The provider had clear systems in place to support people to live full lives.

Staff were clear on the direction of the service and how they played a part in people achieving their goals. Staff were positive about the management team, the support and guidance they received and the care they provided.

People’s relatives felt the service was well-led. A relative told us, “We are very happy with care, [person] is too, can tell from behaviour. He is so settled.”

The management operated an ‘open door’ policy where people, relatives and staff could speak to them at any time.

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.

Leader’s role modelled inclusive, person-centred approaches to planning care. Delegation was clear, staff understood their roles and had the support to deliver compassionate support.

Staff praised both their colleagues and leaders and told us they felt supported by compassionate and caring leaders. A member of staff told us, “Staff support each other on a daily basis, we all have brought in treats for us to share on a shift. If anyone has appointments, we offer to swap shifts also. We work very well as a team.” All staff we asked, told us they felt valued and respected at work. The provider ensured policies and procedures were in place to support staff, and to continue delivering safe, effective, person-centred care.

Relatives told us they were always kept up to date with what was happening with their family members.

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

The service had a whistleblowing policy which gave guidance to staff about who they could speak to should they have any concerns. Staff were encouraged to speak freely, and they felt confident to raise issues with the management team should they have any concerns. A member of staff said, “Manager has an open-door policy and we have regular team meetings.” Supervisions and competency checks provided staff with further opportunities to raise any issues they may have.

People and their relatives told us if they had any concerns about the service, they would speak with a member of the management team or staff who visited them.

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 provider had an equal opportunities approach, and this was embedded in their processes, training and governance systems. The provider’s recruitment policies and procedures helped ensure staff experienced equitable treatment. Staff had received training in relation to Equality, Diversity and Inclusion and told us they felt respected and valued at work.

Staff were treated fairly and equitably. Leaders acted to regularly review and improve the culture of the organisation; they role modelled the behaviour they wanted to see.

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 management team completed a range of audits and observations of staff practice to monitor the quality of the service. This information was used to plan improvements to the service. For example, a full review of rotas took place to ensure people were being supported and staff were able to meet their needs. There were formal processes such as staff recruitment, induction and supervisions and a range of up-to-date policies and procedures.

People and relatives told us they valued the service. They told us they felt the service was well managed and they were given opportunities to comment on their experience of the service. A person told us, “The managers are good, they come round, and the staff are happy. They don’t seem stressed or rushed and not much changes when the manager is here. I don’t want to change anything, I’m happy as things are.”

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 worked closely with the local authority and other professionals to ensure they improved the care and support they offered to people. They recognised the importance of developing close ongoing professional relationship with individual professionals. Staff supported people to access the community, with care plans including outings and social activities.

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 provider used an external consultancy to identify areas for improvement. We saw issues identified were included in the provider’s service quality development plan and were actioned.

Staff were encouraged to complete training and further qualifications in health and social care to support them in their role.

There were a range of monitoring and auditing tools to assess and monitor the delivery of care and support to people. People felt listened to and their views were taken into account. We saw the provider had received positive feedback from people who used the service.