Raven Support Limited

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 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 outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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. There was a highly person-centred culture that led to people's goals and outcomes being improved. There was a clear focus on compassion, dignity, independence and achieving meaningful outcomes for people.

External professionals consistently described the service as genuinely person centred, with one professional telling us, “They always appeared to enjoy working with [name of person] which goes a long way in [name of person’s] eyes.”

The provider’s model of care was aligned with current best practice guidance, including right support, right care, right culture. This meant people were supported in ways that maximised choice, control and independence; care was person‑centred and promoted dignity, privacy and human rights; and the culture of the service enabled people to live confident, inclusive and empowered lives. For example, 1 person told us when they raised concerns about compatibility with staff, this was addressed immediately through changes to the rota, which made them feel heard and respected.

The registered manager demonstrated a strong commitment to knowing people well and involving them in how care was delivered. This helped create a culture based on trust, respect and inclusion. Staff told us they felt proud of the work they did, and people and relatives spoke positively about the service and the relationships they had built with staff. One staff member told us, “Morale is good, we support each other, it’s a rewarding job, we check in with people. I’ve had a really positive experience with this company, I feel valued, I never feel my work goes unnoticed.”

The registered manager was exceptionally passionate about delivering high standards and compassionate care which empowered people and was person centred. We saw examples of the registered manager going above and beyond to support the people they supported. This included rehousing a rescue dog for one person as they were no longer being able to manage them.The registered manager told us the dog regularly frequented the office with people and staff visiting to see them. Other examples included, the registered manager spending extra time with a person to help paint and decorate their living room, which supported the person to successfully start re-engagement. The registered manager completed a 100 mile charity walk in support of the charity MIND. People were offered the opportunity to take part on a 1-1 basis and the walk was successfully completed. This activity promoted inclusion, wellbeing, and awareness of mental health.

The registered manager and staff team embodied the culture and values of the organisation.

People said they could speak to the manager when needed and valued how staff supported their goals, such as moving towards independence. One person told us, “[Name of registered manager] is lovely. They are on your level, [name of registered manager] knows I don’t like formality so it's like a friend coming over it’s lovely. [Name of registered manager] picks up visits, I find it beneficial as it means I don’t go too long without speaking to them.” Another person told us, “[Name of registered manager] is very nice, I can talk to them.” A relative commented, “[Name of registered manager] is fantastic I have met them, they are really on the ball and approachable.”

Staff consistently described the registered manager as supportive and committed to both staff and people. One staff member told us, “[Name of registered manager] is very approachable easy to talk to. If I phone them on call, they have never made me feel anything is too small. I have a good relationship with them; they encouraged me and are really supportive. They are very objective, I feel like they want me to succeed.” Another staff member commented, “I have a good relationship with [name of registered manager]. They have been amazing, I feel like they listen and retain the information which shows they care.” Staff said they felt valued and supported by the registered manager, and they were willing to step in and provide hands on support when needed.

The registered manager had been nominated and selected as a finalist for Regional Registered Manager of the year at the Great British Care Awards.

External professionals spoke positively about leadership, highlighting effective partnership working, advocacy for people’s rights and timely communication. One professional told us, “I have found working with [name of registered manager] particularly positive. They are responsive, approachable, and clearly invested in the wellbeing of the individuals supported by the service. They take concerns seriously and ensure risk issues are communicated promptly.” This leadership approach helped build trust and stability and supported excellent outcomes for people, particularly those with complex needs.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistle blowing policy in place. Staff felt able to raise concerns and most were confident action would be taken. One staff member told us, “[Name of registered manager] is reactive would absolutely take action, I’ve no concerns about going to them about anything.” During the assessment we received information about an incident and concerns if this had been responded to appropriately. We discussed this with the registered manager who provided evidence the concerns had been appropriately investigated and action had been taken. There was a 24 hour ‘speak up’ service for staff to access if required. The registered manager told us speaking up was, “Embedded within our induction programme and reinforced through annual face-to-face refresher training, ensuring all staff understand how to raise concerns and feel confident doing so.”

The provider promoted equality, diversity and inclusion through person‑centred care and respectful practice. Staff were treated fairly and with dignity regardless of complexity, background or circumstances. There was no evidence of discrimination, and individual needs and preferences were recognised and supported.

The provider recognised the importance of equality, diversity and inclusion and took steps to support staff with protected characteristics. Evidence showed reasonable adjustments were made for individual staff members, including flexible rotas, adapted supervision approaches and the use of neurodiversity passports. This is a practical, portable document that helps neurodivergent individuals communicate their specific support, communication, and sensory needs to employers One staff member described the management team as “Incredibly supportive” in accommodating their needs, they described how this had a positive impact on their work.

Feedback from the staff survey in 2025 showed staff felt the service promoted a culture of respect, teamwork and inclusivity, with 62.5% of staff extremely satisfied and 37.5% satisfied.

The service 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 focused on monitoring outcomes for people and evidenced the service was supporting people to remain in the community and avoid hospital admissions.

The provider had effective governance systems to monitor quality, manage risk and support continuous improvement. Leaders used electronic systems to record incidents, safeguarding concerns and care records, which enabled oversight and identification of themes and trends. Incidents were reviewed and signed off by the registered manager, and actions were taken to reduce risks and improve outcomes for people.

Quality assurance processes included audits, spot checks, supervisions and external quality support. This helped provide additional scrutiny. Leaders demonstrated a clear understanding of risks and were proactive in responding when things went wrong. The registered manager had a service improvement plan in place identifying areas of improvements. These systems supported the sustainability of the service and helped ensure people received safe, consistent and person centred care.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Professionals consistently provided positive feedback about communication, joint working and the provider’s person‑centred and trauma‑informed approach. This partnership working supported coordinated care and contributed to improved stability, independence and mental health outcomes for people.

The service also engaged with the local community through training initiatives and collaboration with external organisations, which supported shared learning and wider system improvement.

The provider had a nominated staff member who was trained to facilitate recognised training for people with a learning disability and autistic people in partnership with Autism Somerset. They provided this training for another local provider, providing them with the necessary training and skills to support people with a learning disability and autistic people in the local community.

The registered manager informed us they were engaged in discussions with Skills for Care regarding their potential involvement in the Care Workforce Pathway.

The provider had processes in place to report incidents and learn when things went wrong. Leaders reviewed incidents, safeguarding concerns and feedback, and staff told us that incidents had reduced over time, with positive outcomes for people.

Learning was shared through communications, supervision and updates to care plans. The registered manager told us people had access to a care application. They told us the app enabled people to view their rotas and completed visit notes. They told us this “Promotes greater transparency, control, and involvement in their care and support planning.”

Feedback analysis previously highlighted concerns around changes to visit times not always being effectively communicated. Since introducing the app, we have observed a significant improvement in this area, with reduced anxiety and fewer concerns raised by the people we support.

However, some staff said they did not always have opportunities to share learning as a team due to limited face‑to‑face meetings. The registered manager told us this was an action point on their service improvement plan and they had plans to arrange more face to face meetings.