Raven House

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.

This is the first assessment for this service. This key question has been rated 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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Leadership was strong at the service where there was an ethos of partnership working, prompting independence and ensure people positive opportunities. All staff and leaders had a shared direction to ensure a high quality of care for people. Leaders were experienced, skilled and competent in driving high standards and monitoring these were met. Staff understood and agreed with leader’s values and wanted to work with leaders to achieve the registered manager’s vision. A leader told us, “It is really important to me people meet their goals and we help them achieve them by breaking a bigger goal into smaller tasks. I am so proud of the achievements people have made.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Leaders were inclusive and highly skilled which made sure people had a high quality of life. The wellbeing and life chances of people were at the forefront of leader’s minds when developing care plans, training staff and reflecting on events. Leaders were passionate to ensure people had equal access to opportunities to promote inclusivity. Leaders set a positive and inclusive culture for all staff to work within based on research and nationally recognised approaches. There was a zero tolerance to any form of a closed culture and leaders promoted transparency and candour at all levels. A leader told us, “We complete audits and check to make sure the care is good. We have a really good staff team and we all work together.” A visiting professional told us, “The care is nothing but good there. I have no complaints at all. All of the staff do everything they can for the person.”

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

Staff felt able to speak up and share their views. Staff felt very positive about the service and all staff we spoke with told us they would recommend the service to their family and friends. Leaders had an open culture and the registered manager had an “open door” policy to ensure staff were supported at all times. There was a reflective culture within the service to ensure staff had the opportunity to reflect on an incident and were given the time and opportunity to speak about their approach and feelings in a non-judgemental way. One member of staff told us, “The managers are really fair. They are always there to help us and they know what they’re doing.”

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.

Staff were treated fairly. All staff told us leaders were supportive, flexible, and approachable. Staff were trained in equality and diversity and there was a respectful culture to support staff diversity and promote inclusion. There was a zero tolerance approach to any form of discrimination or harassment.

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.

Governance and monitoring systems effectively monitored the quality of the care provided. Leaders had a robust schedule of quality monitoring to ensure people were treated with kindness, compassion and safe care. Leaders completed a range of audits, spot checks, observations and seeking the views of visiting professionals, relatives and people to understand the care being provided. Leaders analysed this to celebrate good care and address promptly any improvements needed.

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.

Staff and leaders supported people to fully participate in their local community. Staff and leaders supported people to be an active member of their community where community events and charity fund raising events have been organised and facilitated by people living at the service. People routinely attended local events and venues. A leader told us, “We recently had a charity event and the Mayor came down. It was brilliant for the person who organised it. It made them feel so special and we raised money for charity. It’s brilliant that people are involved with their local community. I am so proud the person who organised the event.”

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.

People benefitted from a continual learning culture. Leaders were passionate and skilled in monitoring the quality of care being provided and they were driven to make sure people lived the best lives they could lead. The registered manager ensured staff employed at the service had the same values and approach. There was a culture of continual learning and development based on multi-disciplinary working and nationally recognised approaches and research. The strive for continual improvement and development was evident in all aspects of the inspection with the clear determination of the registered manager to ensure Raven House provided the best care possible. A leader told us, “We debrief when a restriction is used and understand what happened. We do group and individual reflections to understand what we need to do different next time.”