This comprehensive inspection took place on 3 January 2019. It was unannounced and completed by one adult social care inspector.

Ravendale Hall is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

The service can accommodate a maximum of 34 people. At the time of this inspection10 people were using the service. The property consists of a house that has been converted into a care home and has bedrooms and bathroom facilities located across two floors.

Ravendale Hall had previously been registered with CQC under a different provider. Changes to the ownership of the service mean the service was reregistered with CQC in January 2018 and therefore this was the first inspection of the service under the new providers ownership.

At the time of this inspection, a manager was in place. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People felt safe and trusted the staff. Staff understood they had a duty to protect people from abuse and knew they must report concerns or potential abuse to the management team, local authority or to the Care Quality Commission (CQC). Risks to people’s safety and wellbeing were appropriately managed, this helped to protect people.

We observed that the staffing levels provided on the day of our inspection met people's needs. Staff were aware of the risks to people's wellbeing and what action they had to take to minimise risks. Staff were knowledgeable about their roles and responsibilities and were trained in a variety of subjects to develop and maintain their skills. Staff received a thorough induction at the start of their employment. Training was updated, as required and staff received regular supervision and annual appraisals.

People received their medicines when they needed them from staff who had been trained and had their competency checked.

The service employed a maintenance person who managed the general maintenance of the service to help maintain people's safety. Service contracts to maintain equipment were in place, ensuring they remained safe to use.

Staff were recruited using safe recruitment procedures and processes.

Staff knew the people they were supporting and care plans were in place detailing how people wished to be supported including people's likes and dislikes. People's health and nutritional needs were assessed and staff worked well as a team liaising with relevant organisations and professionals for advice to help maintain people's wellbeing.

People were cared for with kindness and compassion. They were treated with dignity and respect and supported to maintain their independence by staff that were knowledgeable about their needs. Staff supported people to maintain and develop their relationships with those close to them, their social networks, and community. Care and support plans were person-centred and included people’s views. This ensured people chose how to spend their time and were able to make choices about their daily lives.

Staff completed end of life training. People who used the service and their relatives were encouraged to be involved in advanced care planning.

A complaints procedure was in place. People who used the service and their relatives knew how to make a complaint. Processes were in place to investigate and resolve complaints.

The registered manager undertook a variety of audits to help monitor the quality of the service. The registered provider and registered manager were proactive in supporting people living at the service, their relatives, and staff. People's view