Reva Healthcare Limited

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• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs.

At our last assessment we rated this key question as requires improvement. At this assessment the rating has changed to good.

This meant people’s needs were met through good organisation and delivery.

The service quickly responded to people’s needs by adjusting care plans to match their preferences, goals, and cultural needs. Staff acted immediately to address concerns and involved families when needed. Individuals and families provided feedback that helped improve the service, and staff handled complaints openly, sharing results.

The service encouraged independence and participation, offering activities when possible, and staff regularly reviewed care to adjust it as needs changed. Staff communicated clearly, and the service followed equality and inclusion policies to ensure everyone received fair care. Staff stayed flexible, responding well to immediate needs and ensuring continuous care. Families felt confident in the service’s ability to be responsive and reliable.

This service scored 75 (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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Staff provided person-centred care through in-depth care plans reflecting the person’s preferences, needs, goals, and outcomes. Staff followed clear guidance and documented the care given and tasks with daily monitoring forms. Staff involved the person and family in care planning, responding to language and cultural needs with translated plans that respected cultural preferences. The manager explained how they ensured care plans were person centred and said, "Upon assessment, I find out [people’s] preferences regarding gender, language, and match care workers accordingly."

The service understood the diverse health and care needs of people and their local communities, so care was flexible and supported choice and continuity. Staff kept daily communication logs and updated care plans to show changes in needs. They adapted to feedback and made sure that care remained responsive and personal. This approach showed the service’s commitment to high-quality, personalised care. The manager said, "We do audits and spot checks and review our service to see if we’ve achieved the goals. If things are not achieved, they are picked up during the audits." Staff regularly reviewed care plans, risk assessments, and communication notes to stay informed and provide consistent care.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Staff received clear instructions on meeting communication needs effectively. People’s care plans identified their communication support needs including if they had a preferred language or required large print text. One staff member explained, "We have a communication book. I write on the care plan what I’ve done for [the person]," ensuring consistent and personalised communication including a care plan translated into the person’s first language.

The service supported people to share feedback and any concerns or complaints about the care they received.

The service maintained a clear complaints policy, logging and reviewing issues during monthly audits. For example, the manager resolved a complaint about a delayed care worker’s arrival by promptly addressing punctuality concerns with them and providing reassurance to the person and family. The manager involved the person being supported, relatives, and staff, to identify areas for improvement. The manager stated, "We conduct surveys and ask for feedback from staff, [people we support], and families."

The service made sure that people could access the care, support and treatment they needed when they needed it.

The service focussed on cultural sensitivity and used translation support to ensure care was accessible to all. The care plan reflected the person’s likes and dislikes, including dietary and cultural needs. Staff promoted independence by involving the individual in manageable daily tasks, preserving their dignity and skills. This approach empowered the person to participate in their care, stay in control and created a sense of ownership over their well-being. The service showed efforts to ensure access to services was fair and sought guidance from other organisations.

Staff and leaders listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The service worked closely with the person being supported and their family to plan future care needs and respected the person’s wishes. These wishes were clearly documented and agreed upon. The manager ensured the service was prepared for unexpected events and to keep up consistent care. The manager stated, "We have a business plan and business continuity plan."

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. These preferences were clearly documented and agreed upon by the person being supported.