Raven House

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 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 79 (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 made sure people’s care and treatment was effective by thoroughly assessing and reviewing their health, care, wellbeing and communication needs with them.

People had very high quality and holistic care plans. Leaders carefully assessed the needs, wishes, goals and preferences of people. Plans of care were exceptionally detailed and person- centred where it was clear what is important to the person and what their aspirations were. As people developed and worked towards their goals, this was recognised and celebrated to ensure care planning documents were continually kept up to date. Family members, advocates and involved health and social care professionals were actively consulted and involved in the creation and reviews of care plans. One member of staff told us, “I’ve worked here for two years and I love it. The things I have seen people achieve is amazing. I love working here and making such a difference to people.”

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 and leaders used nationally recognised tools and approaches. For example, the Cornell Depression Scale was used to monitor if someone had low mood and may not have been able to communicate this effectively. The service was supporting people in line with the Right Support, Right Care, Right Culture approach.

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.

People experienced positive outcomes because staff and leaders worked in close partnership with healthcare professionals. Healthcare professionals routinely visited the home including Learning Disability Nurses and Speech and Language Therapists and staff had a close working relationship with them. One visiting professional told us, “I have continued to work alongside the staff team at Raven House and have nothing but praise for how hard the team work to support the person to live a positive active life in the community.”

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.

People were supported to live healthy lives. Staff used people’s preferred communication style to plan food they liked to eat ad people would be supported to cook their own meals. There was a strong focus on building live skills, including cooking. People could access the community and outside spaces when they wanted to ensure they were involved in their local community.

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 monitored people’s health and wellbeing. Staff and leaders knew people well and used monitoring tools to record any changes a person may experience. There was a strong ethos to ensure people’s goals and aspirations were achieved. Progress was tracked in care plans to identify the successes people have achieved and the further support which was needed to meet the desired goal.

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

Decisions were made in line with the Mental Capacity Act. Where someone was unable to make their own decision, leaders ensured there was an assessment and best interest decision in place for each aspect of care the person needed support with. There was a strong focus on the person’s previously held wishes and routines. Staff understood the importance of consent, especially for those who were non-verbal. Staff knew the non-verbal ques and gestures people would make to give consent to a particular action. A leader at the service told us, “Consent is everything. We strive to work with people to make sure they consent to their care.”