Ravens Care Kettering

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

During our visits, we observed warm and caring interactions between staff and the person they were supporting. Staff used a gentle tone, offered choices and reassurance when needed. We observed staff promoted choice and treated the person with respect and dignity at all times.

Staff involved the person in reviewing their support plans to ensure their current needs were effectively met. Staff knew people well, including their preferences, interests, and supported them to access the community and maintain family connections.

Management had effective quality monitoring systems in place, including regular spot checks of staff practice and interactions. Records confirmed these were completed, ensuring people were treated with dignity and respect.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Support plans and risk assessments reflected people’s life experiences, interests, and preferred ways of being supported. Staff understood what mattered to individuals and treated them with respect, recognising their uniqueness. Examples included supporting a person to go shopping and to visit their favourite eateries and coffee shops.

Staff demonstrated an understanding of people’s lifestyles, cultural needs, and aspirations, tailoring support accordingly. One person told us staff respected them as an individual and said, “[Staff name] helps me to do the things I like.”

Management and staff knew people well, celebrated their strengths and abilities, and spoke about them with respect and genuine regard for their wellbeing.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People and staff had developed positive relationships, enabling the delivery of person-centred care and supporting people’s independence and choice. During our visit, one person described what they were able to do independently. They said, “Sometimes staff do have to help me,” and added, “It’s my choice if I need them to help me.” The person spoke about activities they enjoyed, and staff respected their decisions and supported them to live their best life.

Staff promoted independence by offering choices, explaining tasks, and involving people in decisions about their care. Personalised activity programmes developed with the individual enabled staff to support them to pursue their interests. Staff adapted their approach to provide guidance where needed, encouraging the development of daily living skills, whilst checking the individual’s wishes so promoting autonomy.

Systems were in place to support people to maintain their independence across daily activities. Staff understood individuals’ abilities, and support plans provided clear guidance on when support was required. Care was personalised, and support plans were regularly reviewed to reflect people’s changing needs.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

During our visit, we observed the person was relaxed being around the member of staff, who was attentive, and recognised when reassurance was needed. The staff member gently prompted the individual when they struggled to recall information, enabling them to describe their morning. This demonstrated person-centred care in practice.

Staff knew people well and understood how their conditions affected their daily lives, emotions, and abilities. they gained a deeper understanding of person, which helped to shape their support and support plans over time.

Support plans detailed people’s physical and emotional needs, behavioural triggers, signs of distress, and health risks, such as seizures, with strategies in place to reduce discomfort. Each person was supported by a consistent staff team who regularly reviewing their wellbeing, enabling them to recognise and respond promptly to changes. Emergency plans and hospital passports were accessible if required.

Staff confirmed they could contact the office or on-call management team for advice or emergencies. Digital care records enabled relevant information to be shared quickly with healthcare professionals.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff felt valued in their roles, listened to and had opportunities to develop. They described leaders as “supportive and approachable.” Comments included, “The management truly values our input, provides excellent training and ongoing support, and always puts both clients and staff wellbeing first,” and “They support and have the confidence in my ability to fulfil my role, provide guidance and break down issues into manageable tasks.”

The staff team was diverse, and they all felt respected and included. Staff described a positive team culture, fair rotas, and appropriate breaks promoted their wellbeing. One staff member said, “I love the supportive team atmosphere here; colleagues are kind, reliable and happy to help each other, and the rotas are managed fairly with good flexibility when life gets busy.”

Systems were in place to support staff wellbeing and development, including regular supervisions, appraisals, and opportunities for reflective learning. Staff were recognised through incentives, which promoted morale. Staff also had access to employee support services, including confidential advice and counselling.