COMMERCIAL IN CONFIDENCE

INVESTORS IN PEOPLE

POST RECOGNITION REVIEW

REPORT

For
Old Raven House
Thursday 9th and Monday 13th October 2008

Prepared by

Roger Wallace
Investors in People Assessor
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Contents
Page No

1. Introduction 3

2. Strengths and areas of good practice 4

3. Feedback against the agreed objectives 7

4. Opportunities to improve 6

5. Conclusion 9

APPENDIX: Summary of findings against each Indicator of the Standard

10

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1. Introduction

Old Raven House is a privately owned and managed care home offering a
wide range of care, support and accommodation to a high specification and
that reflects the individuality for the residents. The Home actually identifies
itself as a ‘Care Hotel’ through its marketing materials – i.e. the brochure and
the web site – (the report will use the terms Home and Hotel
interchangeably). As noted, Old Raven House provides care and
accommodation for up to thirty six older people. Since the Assessor’s last
visit, there has been an increase in the number of the residents who have
dementia.

A central aim of Old Raven House is to provide the best and most
appropriate care possible for each individual. The Assessor found that all
staff are committed to a holistic approach to the care of the residents and
that each career has an identified programme of training and development to
enable them to support the resident’s needs. Indeed it became clear during
the progress of the interviews over the day that staff have the view that –
‘this is the residents own home. Although I work here, I’m working in
someone’s home. It’s important to remember that and let the residents know
that you respect their wishes and their environment.’

There is also a focused approach to care which includes a strong emphasis

on team work as a part of the care and support in place. This teamwork
provides an environment that nurtures and supports the residents whilst also
recognising that the individuals in their care may value and benefit from ‘time
for themselves’. This enables residents to remain as independent as
possible and – ‘feel able to do things for themselves.’

The values that shape and influence these behaviors are reflected in the
Mission Statement for Old Raven House. The Mission Statement was
developed by the staff in a workshop session and reads, I quote, – ‘At Old
Raven House Care Hotel, we take pride in creating a warm, welcoming
environment. Within our unique setting we provide the best possible
standard of care through which we promote individuality, encourage
independence and nurture the wellbeing of residents, visitors and staff alike.’

Since my previous visit there have been key changes in the development of
the management structure and processes. The outcomes of these changes
have been welcomed and successfully implemented for all those involved in
the Home – i.e. residents; staff; managers and the owner. A fundamental
change in the operational management of the Home has been in the
establishment of a set of three Team Leaders that enables full management
coverage of the Home in each 24 hours. This has also enabled the Home
Manager to concentrate more fully on the focus and direction of the
business. The Owner has been both instrumental and supportive both during
this process of change and its implementation and evaluation.

In addition to this the impact of the learning and development of managers

and staff in the Home has advanced significantly beyond the mandatory
training requirements of the sector. This has moved the Home and its staff
into the effective learning and reflective practice culture for all those involved
in the development and implementation of their practice within the Home.

Again, during the interviews it was quite clear ‘what’ impact the learning has

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made in terms of the managers and staffs practices - i.e. managers and staff
are actively thinking about and reflecting on their training and the ‘how’ and
the ‘why’ in the ways that it benefits the residents, the Home and themselves
as a care practioner.

Old Raven House has made use of the Standard as one of a range of quality
measures to develop the business. It is worth noting that Old Raven House
has had four consecutive inspections from the Commission for Social Care
Inspection (CSCI) without any recommendations or requirements for
improving its provision. The last CSCI visit was in May 2008 and the Home
consistently scored 3’s and 4’s – Standard Met (No shortfalls); Standard
Exceeded (Commendable). For the ‘Staffing’ and the ‘Management and
Administration’ areas the majority of scores were 4’s across the areas
inspected. The CSCI May 2008 inspection report noted that – The quality
rating for this service is 3 star. This means that the people who use this
service experience excellent quality outcomes.

Old Raven House is registered with the Hampshire Authority. Old Raven
House is a Grade II listed building and is situated in Hook, Hampshire.
The Assessor did the original assessment and this review was the first
review for Old Raven House.

2. Strengths and areas of good practice

• Business Planning:

There has been a move towards the full involvement of all staff at Old Raven
House in the development of the Business Plan. The Owner and the Home
Manager develop the outline of the plan and invite all staff to a range of
meetings to discuss / consider ‘what’ the Home should be doing and ‘how’ it
could be achieved. Staff felt involved in this process and have the view that
what they say actually matters.

The Business Plan connects to the staff through the ways in which the
Owner and the Home Manager apply the elements of the Business Plan
activities through meetings; Supervisions and Team Leader support for all
staff in their role(s).

• A close working relationship between the Owner and Home Manager:

The Owner and Home Manager have developed a close working

professional relationship that takes a holistic view of the learning and
development needs of all staff in the Home.

Managers and staff are aware of this professional working relationship, and
indeed this ‘role models’ the professional behaviour and standards of care in
place. It also places the emphasis on the ethos of care throughout the Hotel.

Managers and staff also felt – ‘trusted and confident’ in their work / roles as a
consequence of the ways in which the Owner and Home Manager work with
and encourage them.

• Management Development:

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As noted in the Introduction, the Owner and the Home Manager have
worked to develop and support the introduction of a new operational
management system in place – i.e. the role of the Team Leaders.

The Team Leaders have been developed through regular 1 to 1s;

Supervisions; appraisals and a programme of teaching and learning
activities directed specifically towards the needs of the residents and staff of
Old Raven House. The Owner and Home Manager have designed and
implemented this process.

All the interviews expressed the view that this Team Leader system was an
improvement to the way they felt that they were managed. It was also
flexible in that team members can access other Team Leaders if their ‘own’
team Leader is unavailable.

• The Owner and Home Manager take the learning and development
beyond the minimum and the mandatory:

There is a culture and drive towards improving the learning and development
needs of all staff in the Home beyond the mandatory requirements. It is
understood that the mandatory requirements meet the essential areas that
are required for staff competencies, and these are all in place, known and
practiced – e.g. Handling and lifting; Health and Safety; Food Hygiene.

The Owner and the Home Manager, in line with the business direction / plan,
look to develop the Team Leaders and staff to meet the objectives and
aspirations of the business – e.g. dementia training; Supervision skills for
managers; healthy eating; Palliative Care.

• Teamwork is effective and practiced:

The Owner and the Home Manager and their management colleagues
encourage and support a team working ethos and approach to the care of
the residents in the Home. The Home benefits from very low levels of staff
turnover. This has a positive impact in a number of areas – i.e. the residents;
the training and development plans for staff; management planning and
quality issues.

Staff and shift patterns are stable and the Home also benefits from flexible
access to long standing members of staff in post when a need is presented.

Those people interviewed spoke appreciatively about their colleagues in

terms of learning from each another and the joint sharing of good practice –
e.g. cascading training knowledge / practice; helping new starters - ‘settle in.’

• A supportive culture is in place and there is a focus on both the

development needs of staff and the needs of the residents :

It was fully evident that there is a supportive culture in place right across the
Home. This is led, and role modelled, by both the Owner and Home
Manager.

There is an emphasis on the sharing and learning within and between staff
and teams in the Home. The Team Leaders also encourage and support this
sharing of learning and good practice throughout the Home.

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All managers encourage and support their staff in terms of the ways in which
they go about their role(s) – i.e. the knowledge and understanding around
the core values; that respect and dignity for the residents is an essential part
of care provision; around supporting the independence and autonomy of the
residents.

• An Effective Induction:

There is an effective Induction process in place and the individual’s

experience of this is positive one. Induction is an area that is a requirement
to continue to meet the Standard.

In terms of meeting the Standard Old Raven House does this fully. In terms
of going beyond the Standard, Old Raven House ensures that there is in
place a full and regularly monitored induction process in place at Old Raven
House – e.g. work shadowing; mentoring and frequent induction
Supervisions.

• Supervisions:

Supervisions are a central component in ensuring that all staff are focused
on their role(s). This starts as soon as they join the organisation and is an
area that all the managers provide in terms of the continuity of direction and
support in their role(s). The Supervision process is a – ‘two way discussion’
and from these meetings there are identified and agreed outcomes for staff
to work towards.

The Supervision sessions are valued by managers and staff. Supervisions

are planned, frequent and enable / empower staff to discuss a range of
identified issues and areas that individual staff wish to discuss – ‘It gives that
time for me with XX (Team Leader). Yes, we talk all the time during the shifts
but this is time out for me.’

• People felt Recognised, Valued and Thanked for their work in the Home:

Everyone interviewed expressed the view that they felt fully recognised and
valued in their work / role that they have in Old Raven House.

It was noted that the Owner and the Home Manager and the Team Leaders
all make a point of thanking staff for the work that they do. This can be quite
as general as a simple ‘thank you’ at the end of a shift. It also recognises the
different ways in which the residents are cared for and supported all led by
the Home’s core values.

• Staff enjoy working in Old Raven House:

During the interviews it was clear that people enjoyed working in the Home
and this related to the ways in which they were managed, kept informed and
valued in their role(s).

There is a respect for staff from the senior team and an understanding of
their views and a wish – to get it right for our staff as well as the residents.’

This was an important point of recognition for many staff.

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3. Feedback against the agreed objectives

Indentify and explore with staff how they apply their learning and
development to their role(s) and the care of the residents / guests:

As the preceding sections of the Report identify, staff have a clear idea and
understanding about ‘what’ their training should enable them to do and achieve.

A typical comment that summarises the staffs’ views and understanding of their
training notes that – ‘‘it’s about making the residents comfortable and that’s not
just about their physical care but wider than that. It’s trying to understanding that
when they’re confused you try to settle them and talk to them. I’ve also learnt
that each resident is different. They’re still individuals and have an identity and a
personal history. I try to work like this as a way of understanding their needs.
That’s what the dementia training we had brought to me.’

Staff are keen to be developed in their role(s) and learn as a way of improving
their own knowledge and understanding as well as – ‘doing the best I can when
I’m with my residents.’

4. Opportunities to improve

 Management Development:

There is in place an active programme of learning and development

programmes for your Team Leaders – e.g. NVQs.

Other areas for management development include the opportunity for

the delegation of the annual appraisals, supervisions and learning by
seeing and then by doing – i.e. coaching and mentoring.

Your approach to developing your Team Leaders has brought from

them a full commitment and desire to learn more. This is an area to
be developed further and would also include areas around the
.management of a care home.

There is also a great deal of informal activity / support that takes

place by managers with their staff. It may be an area that you could
‘formalise’ a little more on order to capture the ‘good practice’ in place
and share it wider across the three teams.

See Indicators – 1, 2, 3, 4, 9 and 10

 The Home Manager’s own learning and development:

As we discussed in the feedback meeting, when the opportunity

presents itself you could consider your own learning and
development needs.

This is something for your own personal reflection and discussion

with the Owner.

See Indicators – 1, 2, 4, 9 and 10

 Spending more time with residents:

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A point came up from some staff during the interviews about the wish
to have the opportunity to spend more time ‘sitting, listening and
talking to the residents.’ This is an area that is a core value of the
Home and was sometimes rushed given the nature of the working
day.

It was not an issue, yet is something that some staff feel can be
occasionally squeezed.

Again it is a point for you to consider and explore with your people.

See Indicators – 1, 2, 3, 4, 5, 6, 7, 8 and 9

 Laundry:

Another point of feedback from staff related to the time that the
laundry takes up from the ‘time on the floor’.

Some people felt that the Laundry can overtake / overshadow the
other activities in / of the Home.

Could there be a benefit from having an appointed person to perform

this role?

Again, a point for your attention and discussion as my knowledge is

limited here. However, I can add that in many homes I visit the
laundry features as a challenge!

See Indicators – 1, 2, 3, 9 and 10

 The Staff Manual:

Perhaps it is an opportunity to update the issue from the June 2007

copy that I have seen. You could ask staff for their views on anything
that could be included?

See Indicators – 1, 2, 3, 6, 7 and 9

Some suggested ‘signposts’ for your future reference / information:

The development of the Standard through ‘New Choices’ would reflect the
opportunity where Old Raven House not only meets the Standard but in some areas
exceeds it.

For example your Induction programme is very comprehensive in terms of its regular
monitoring of new staffs’ progress and their development. For your next Review you
may wish to consider a Review that explores areas where you feel that you excel.

The Investors in People ‘New Choices’ is a framework of good practice that provides
further stretch for organisations. It does this by going beyond the current scope of
the Investors in People Standard into broader areas of people management and
development. It is based on the same 3 principles of the Standard – i.e. Plan, Do,
Review. It enables organisations to continuously improve through taking an in-depth
look at their strengths and development opportunities.

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Consequently, updates and areas of support will be continue to be available from

this website - www.investorsinpeople.co.uk - in particular there is an excellent
Profile Self Check tool (this is located under ‘Business Improvement Tools’ on the
opening page) that you may wish to look at.

Again, given our conversation about support and information around the Standard,
do make use of the Quality South East at www.qse.org.uk for more information. This
site contains information about a range of factors including workshops and may well
be a useful part of your own management development programme.

Another part of our discussions focused on developing your managers and there is
a valuable range of information on Leadership and Management capabilities from
both the www.management-standards.org and www.businesslink.gov.uk for general
business information and links to the DTI Inspirational Leadership Index.

For general business advice and employment legislation, it may also be of help in
terms of looking at the language skills support for staff who do not have English as
their first language – see www.businesslink.gov.uk.

If you would like further advice tailored to your own particular circumstances and
needs to assist you in line with the findings of this report, Quality South East’s
Advisory Service will be more than happy to assist. For further information please
visit www.qse.org.uk or contact Jane Morgan at: jane.morgan@qse.org.uk or
telephone: 01329 822077.

5. Conclusion

Following this visit, the Assessor is pleased to confirm that Old Raven House
continues to meet the requirements of the Investors in People Standard.

The maximum period between Post-Recognition Reviews is three years. However,

it is Quality South East’s policy to maintain contact with you between reviews. This
is done via regular e-bulletins, and contact from Quality South East and your
Assessor. The first contact from your Assessor will normally be in about six months’
time, principally to find out how you are progressing with the Assessor’s suggested
opportunities to improve, and to see if you need any further support.

Planned date, related to the Standard, for the next contact by your Assessor: I will
phone you the week beginning 20th April 2009.

Signed: Roger Wallace

Investors in People Assessor
Date: 20th October 2008

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APPENDIX: Summary of findings against each Indicator

Developing strategies to improve the performance of the organisation.

An Investor in People develops effective strategies to improve the
performance of the organisation through its people.

1. A strategy for improving the performance of the organisation is

clearly defined and understood.
There is in place a clear and focused Business Plan for 2008.
This plan is developed by the Home Manager and the Owner in terms of the overall
needs and direction that the business will follow. Staff ideas are sought through a
range of meetings led by the Home Manager. These views, ideas suggestions and
comments are taken away by the Home Manager and then worked through at senior
level.
An updated draft version of the plan is re-presented to staff in a set of meetings that
includes all staff groupings and a ‘final’ working version of the business plan is
developed.
In order to get more involvement with staff and their – ‘ownership of the plan’ the top
managers also use the Supervision sessions to work more directly on a 1 to 1 basis
to both inform and receive feedback on the activities in the Home. The Home
Manager and Team Leaders are involved in identifying and agreeing both individual
and team objectives through this process.
There is also a great deal of informal activity and staff are encouraged by the senior
team and their Team Leaders to put their ideas / views forward as to the ways in
which the Home works. Planning is not just restricted to diary dates or led by the
process itself.
All those people interviewed were able to explain their role(s) and what was
expected of them – e.g. working with the residents in establishing their life history /
biography in order to further establish their experiences and – ‘bring to life their own
selves.’
There are no representative groups in place in the Home.

2. Learning and development is planned to achieve the organisation’s

objectives.
As noted earlier (in the Introduction) there has been a strengthening of both the
commitment and focus on the learning and development needs of managers and
staff in line with the objectives of the Home - e.g. the development of the Team
Leaders role; the linking of staff development to the individual experiences of the
residents.
Each of these initiatives has been supported by the identification of specific training
and development needs for managers and staff to ensure that their understanding
and practice is effectively resourced and that any identified training is designed and
delivered to enable managers and staff to be more effective in their role(s) – e.g.
NVQs; the establishment of the Team Leaders role and the related Supervision
process; 1 to 1s; training / teaching programmes led by the Home Manager – e.g.
dementia training/
The range of approaches applied is there to – ‘make sure that our staff have the
required and necessary training that goes beyond the mandatory requirements that
we have to meet. We look to make staff training both relevant and of interest to our

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staff.’
All those people interviewed felt supported and knew what was expected of them in
their job – ‘With my Team Leader we always talk about how I’m going to carry out
my duties. The training we’ve had for dementia has been really useful. I’ve
understood the different the ways in which dementia shows itself. There’s no one
typical example of dementia behaviour for people. It’s all so very different.’

3. Strategies for managing people are designed to promote equality of

opportunity in the development of the organisation’s people.
The Home Manager and her senior team have a range in place of methods to
engage with their staff. These approaches include team meetings; 1 to 1s;
Supervisions; annual appraisal; and the informal working patterns in the Home.
The senior team felt that these approaches make sure that all staff feels
encouraged to put their ideas forward in terms of improving their own and other
people’s performance – e.g. the approach to the ways that staff spend their time
with the residents.
Additionally, the top manager and her Team Leaders are aware of the various
development needs that their staff have – i.e. shift working patterns in the Home;
the domestic demands that staff have outside of the work place. Where possible
staff rotas and additional support is put in place to accommodate staff in their roles
in terms of improving their workplace performance – i.e. their understanding of
dementia behaviours; working on the ‘life histories’ of the residents; the provision of
healthy and varied food menus.
Everyone interviewed expressed the view that their Team Leader(s) was working
towards ensuring that their training and development – ‘helped me in my work.’
People also mentioned the outcomes of their Supervisions and team meetings – i.e.
that these were two way conversations and that – ‘You could put your views forward
during the meeting.’ People noted that they were – ‘always asked what we think.
This is what happens in my Supervision meeting. I always feel that I’m listened to.’

4. The capabilities managers need to lead, manage and develop

people effectively are clearly defined and understood.
There is in place a clear set of expectations, behaviours and processes that the
Home Manger has developed, and made known, as a part of the knowledge, skills
and behaviours that the Team Leaders need to have in place in order to lead,
manage and develop their people.

These skills and competencies have been identified earlier, above, in the report and
include the Supervision sessions; annual appraisals; team meetings; 1 to 1 sessions
and ad hoc events as they take place in the Home. Some of the identified
behaviours identified include active listening skills; identifying and then agreeing
objectives with staff; the monitoring and review of individual performance.

A number of managers and staff have completed their NVQs in Care; there has also
been health and safety training; fire training and first aid. The Home Manager has
taken a coaching and a mentoring role with her Team Leaders. This has lead to a
feeling of both confidence and competence amongst this grope of staff. . The
Owner and Home Manager have developed the role of the Team Leaders through
both the formal teaching and learning sessions, observations and the
encouragement of self development study to in / for these Team Leader roles.

Those Team Leaders / managers interviewed were familiar with and knew their role
and what was expected of them. They were encouraged to ask / get support from

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their line manager; assess their own performance and make use of both resident
and staff feedback to reflect on their progress and identify if there were any
changes that needed to take place or enhance their own practiced in the Home.

Similarly those people interviewed referred to what their Team Leader was doing for
them – i.e. ‘He’ll talk through things that are having an impact on the residents’ and
that we need to be aware of. For example, the dementia training has been really
useful in helping me understand ‘why’ some of the residents behave the way that
they do. You learn to think more about your own reactions to their needs. This is
really an important thing to remember at all times.’

Taking action to improve the performance of the organisation.

An Investor in People takes effective action to improve the performance of the
organisation through its people.

5. Managers are effective in leading, managing and developing people.

Those managers and people interviewed felt both confident and assured in their
colleagues’ abilities and commitment to the care of the residents. People also felt
mutually supported in their role(s) within the Hotel. There were effective team
working practices in place and many people commented that they learnt from one
another’s practice. This view / feeling came to the foreground throughout many of
the interviews. It was noted that both Team Leaders and staff enjoyed working at
Old Raven House and that they felt that they were an important and significant part
of what goes on during their time in the Home.

Team Leaders referred to their Supervision sessions and ‘how’ they managed and
undertook these development sessions – ‘I encourage my staff to talk about their
work and how they’re getting on. I also like to discuss their relationships with the
residents and also with their colleagues. If there are any points that they want to talk
about then we’ll pick up on that too. I feel that these sessions help both my member
of staff and me. I’m learning a lot about ‘how’ I manage people and ‘how’ I manage
myself.’

Equally, all those people interviewed spoke about their respective Team Leader as –
‘being helpful and is quite happy spending time with me if I ask for it. This has been
really helpful for me and I know that the other girls benefit from it too. Also, you can
go to any of the Team Leaders if yours is not around. They’ll all help out.’

Again, all those interviewed spoke about the various ways in which they were
developed – e.g. this includes both the formal and informal methods of getting
feedback – i.e. Supervisions; 1 to 1s; team meetings; appraisals. People also
referred to the frequent and informal on the job feedback given Team Leader.

6. People’s contribution to the organisation is recognised and valued.

For all those interviewed - Team Leaders and people - this was an area that was a
key strength. This strength stems from the values and lead given by both the Owner
and Home Manager in terms of recognising the contributions that are made by all in
the Home.

There were several examples identified by managers around the key values and
objectives of the Home – i.e. the development on dementia training; supporting the
life histories project on the residents biographies with identified staff taking a lead
role with their appointed resident; the development of annual training plans/

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Those people interviewed referred to their work and how its impact and outcomes
make a positive difference for the residents – i.e. the life histories work; the role and
practice of palliative care; training and development on dementia issues.

It was very clear from the interviews with staff that they felt fully appreciated and
valued in the work that they do in the Home. A typical comment made was – ‘I
always get ‘thanked’ for what I do in the Home. It ranges across the day or whatever
shift you’re on.’

7. People are encouraged to take ownership and responsibility by

being involved in decision-making.
There is in place a range of approaches to both encourage and support people to
take ownership and responsibility in the decision making process and outcomes at
Old Raven House. These methods include both the formal and the informal i.e. -
Supervisions; 1 to 1s; team meetings; the development of the business plan and ad
hoc meetings.

Team Leaders also encourage staff throughout their daily activities, both formal and
informal – i.e. the individual approach to supporting their staff through outcomes
from informal conversations; observations of practice ‘on the floor’ and individual
requests / questions from staff that relates to their development – e.g. checking
through points from the dementia training.

Equally, those people interviewed referred to discussions with their Team Leader(s)
and noting that they were encouraged to apply the core values of the Home. Staff
also felt fully encouraged to develop their existing relationships with the residents in
terms of the life histories research and being able to apply these to benefit the
resident, the Home and add to the core values of the Hotel.

8. People learn and develop effectively.

As noted above, in the Home there are a range of both formal and informal methods
/ approaches in place to enable its people to learn and develop effectively. These
agreed approaches are in place; they are known to all and universally practised
throughout Old Raven House.

Team Leaders apply and ensure that both the formal methods and the regular daily
informal activities take place during the variety of shifts. These approaches are
implicit and explicit throughout the working day / night.

Similarly, all those people interviewed referred to both the formal and informal
approaches used to assist their learning and development. A typical comment made
noted that - ‘I’ve found the Supervision meetings works really. XX (Team Leader)
always makes time for me and although we’re working side by side a lot of the time
anyway, I’ve found that this time put aside has been useful. We’re looking in more
depth at my role and what I do and how I do it.’

Staff new to Old Raven House felt that they had – ‘been fully prepared for the work
in the home. I was paired up with an experienced carer and spent the first week
seeing ‘how’ things went and ‘what’ I would be doing when they felt I was ready to
go ‘on the floor’ on my own.’

All new starters were allocated time to observe and learn from others and to ask
questions of others before working or caring directly for the residents. Also the
Owner, Home Manager and Team Leaders have identified what skill sets and

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behaviours new staff need to acquire or develop from their existing skills, knowledge
and experience that they bring with them to their role(s) in Old Raven House.

Equally, role changers have an agreed and identified programme to follow through
in terms of their learning and development needs for the ‘new’ / changed role(s).
This process is established in advance of any identified and agreed change(s) that
will take place.

For both new starters and role changers, Old Raven House is effective in and
through its induction process and the identified outcomes.

Evaluating the impact on the performance of the organisation.

An Investor in People can demonstrate the impact of its investment in people
on the performance of the organisation.

9. Investment in people improves the performance of the organisation.

The Owner and Home Manager spend time in regular meetings in terms of
evaluating the benefits from its investment in its people and their corresponding
level of impact on the goals and objectives of the Home.

This evaluation is led from the top and is both a regular event and involves a variety
of approaches to establish ‘how’ effective the organisation has been on the return
on its investment – e.g. staff skills analysis; regular reports and feedback from the
Home Manager to the Owner; the Supervision training sessions for Team Leaders;
the training and development sessions on dementia; Palliative Care training.

By using these targets and desired outcomes, the Owner and Home Manager are
able to establish and identify the outcomes from the feedback from residents and
staff and the Team Leaders in terms of the benefits from the impact of the training.

All those people interviewed commented that they felt more informed to perform
their role(s) and increasingly more confident in their role(s). An example that was
frequently identified in the interviews related to the dementia training. It has given all
of those involved in the training and development experience a more informed
approach to working with and caring for the residents.

It has also encouraged people to explore and reflect upon their own learning and
development – ‘I found that especially with the dementia training that I’m spending
more time in thinking about ‘how’ I’ll look after XX (a resident). Part of that approach
to providing the care is also about my own understanding the reasons why
someone’s behaviour can vary so much during the day. It really has made me think.’

10. Improvements are continually made to the way people are

managed and developed.
The Owner and Home Manager have identified the various ways in which their
people respond to the ways in which Old Raven House is developing as a care
home. The various ways of managing people also includes the role(s) of the Team
Leaders and their views, observations and feedback is also a part of the way that
the managers look at their development and the development of their staff.

A typical example mentioned during interviews was about the increasing focus
placed on the ‘active listening of staff’. This is particularly so through the use of the
Supervisions where the Team Leader’s skills are directed towards active listening
and the use of focused questioning around the individuals role related to the needs
of the Home.

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Review Report for Old Raven House – 9th and 13th October 2008 Page 15 of 15

Another example given refers to ‘how’ the senior level evaluation around the
delivery of Palliative Care and Preadmission Assessment. These developments
relate to ‘how’ the Home is improving its range of services to the residents and also
the direction in which the Home is progressing and the development of its staff.

Similarly, the Team Leaders’ have looked at their own practice and considered /
reflected on ‘how’ they lead, manage and motivate their staff. This approach to self
assessment by the managers has been an outcome of a number of factors including
the leadership, management and encouragement from the Owner and the Home
Manager; the active following of learning and development programmes; use of
NVQs; asking the staff ‘what’ they want from their manager.

This changes in the focus, behaviours and attitudes by the management team (at all
levels) has been a positive experience and outcome for staff. Many of those people
interviewed felt – ‘trusted and supported in my work here. That’s come from the way
XX (Team Leader) works with us in the team. You feel that what you do on your shift
matters. Not only do they care about the residents here, but they care about the
staff as well.’

THE END

Document Version – January 2008