Raven House

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 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 85 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff treated people with dignity and respect. Staff knew people well and there was a focus on providing person-centred care which promoted people’s wellbeing and quality of life.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff and leaders had had strong ethos of treating people as individuals. There was a focus on improving the quality of life of people, working with them to set and achieve goals and provide person centred care. People work with staff to achieve their goals and staff were supportive and compassionate to motivate and support people to challenge themselves to develop their life skills and experiences. One leader told us, “People are either on 1:2:1 or 2:2:1 support at all times. We have worked hard to increase people’s life skills and independence for people to live more independently. For some people, they have reduced from 2:2:1 to 1:2:1 support within Raven House. They have done really well and we are really proud of them.”

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

There was a proactive approach to learning lessons. If there was an adverse incident, leaders ensured staff had a thorough debrief and reflection opportunity to minimise the risk of the incident happening again. There was a strong learning culture where leaders reviewed each accident and incident to understand what had happened and identify any learning from it.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People benefitted from a culture of a rapid response to their changing needs. Staff and leaders had a strong working relationship with involved health and social care professionals who were able to support people where there was a sudden unexpected change. Leaders worked closely with the provider’s maintenance team to ensure any environmental repairs were attended to promptly to maximise people’s wellbeing.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

Staff felt valued and supported by leaders. Staff felt they had a good induction, had high quality ongoing support and staff found leaders fair and approachable. One staff member told us, “[The registered manager] and [the deputy manager] are excellent. They really support us and are always their if we need help.”