Ravens Care Kettering

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 service 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 Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager promoted an open and transparent culture and supported strategy, policies and procedures. Staff spoke positively about the working culture, providing care and support to people in a way that achieved positive outcomes for them. Comments included, “It's a small company and management are professional, supportive to staff and clients” and “They empower us; reflecting on difficult situations and helping us to learn and adapted better ways of supporting people.”

The registered manager ensured that communication systems and processes were used effectively. They ensured information about people’s needs, including any changes, was shared in a timely manner, promoting a positive culture of teamwork. Regular meetings and supervision supported a consistent understanding of the service’s values and expectations, which was reflected in the records we reviewed. Management supported transparency, continuous learning and shared responsibility, for instance any learning from incidents was communicated clearly to staff.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively.

The provider was also the registered manager. They kept their knowledge up to date, ensuring the service followed current best practice, standards and expectations, and notified CQC as required by law.

The registered manager described how forward planning supported a clear and effective management structure, enabling oversight of the quality of care provided. Records confirmed leaders monitored quality through regular audits and responded promptly to any identified concerns or risks. They also were responsive and addressed issues identified during the assessment, showing a commitment to continuous improvement.

Management team spoke about people and staff with respect, and showed a clear understanding of good practice, confidently describing people’s individual care needs. Staff told us leaders were caring, approachable and always available for support.One staff member described leaders as “intuitive, supportive and approachable” and felt well supported to deliver person-centred care.

People and relatives knew who the registered manager and care manager were and described them as “approachable and responsive.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The service had clear mechanisms to enable staff to raise concerns confidentially. The registered manager promoted openness through an open-door policy, supported by whistleblowing and freedom to speak up policies that provided clear guidance on reporting concerns safely.

Staff told us they felt confident to raise issues without fear of victimisation and understood how to escalate concerns outside the organisation if needed. One staff member said, “Whistleblowing is a way of reporting bad practice confidentially and without fear.”

People were also supported to speak up, either directly, through relatives or with advocacy support. This approach helped ensure concerns were raised and addressed in a fair and effective way.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider actively promoted equality, diversity and inclusion within the workforce, supported by policies and training to guide practice. Staff told us they felt respected and treated fairly, regardless of their role or background.

The provider employed staff from a range of diverse backgrounds, with strong skills and knowledge, which enriched the service. Policies were in place to support fair recruitment and equal opportunities. One staff member told us, “I’ve never experienced discriminating; and always felt this was an inclusive company, willing to support and develop staff.” Reasonable adjustments were made, including flexible working arrangements for staff with caring responsibilities and providing space for individuals to practise their faith.

The provider 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.

The provider had established governance systems and processes to monitor the quality and safety of the service. A range of audits and observational checks were undertaken by both the provider and management team. We reviewed a sample of audits, including medicines and care provision records, which showed that when issues were identified, prompt action was taken. The provider had a business continuity plan in place to manage unplanned events or emergencies.

The digital care system generated real-time alerts, enabling leaders to respond quickly to concerns such as staff punctuality and late care entries, promoting openness and accountability. Management also reviewed daily care records to ensure they were accurate, appropriately written and to identify changes in people’s needs as well as areas for improvement in documentation.

Staff spoke positively about unannounced spot checks carried out by the quality manager and valued the feedback provided, confirming their practice was consistent with best practice.

Systems were in place to monitor staff training and support. Team meetings and care reviews were also used to assess service quality. While the provider could describe areas of development and improvement, they acknowledged that a formal action plan to track progress was not in place at the time of the assessment. Following the visit, they shared an action plan outlining how the identified issues would be addressed and monitored including where improvement had been made.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Management and staff worked in partnership with a range of external professionals to support people’s needs and improve outcomes. These included GPs and learning disability health and social care teams, who were involved in reviewing care, sharing information and agreeing any necessary changes. This collaborative approach helped ensure people received coordinated and consistent care.

Management engaged with external professionals to review the impact of changes to people’s care, such as medication adjustments and strategies to reduce anxiety. One professional described the service as “as customer focused and well led.” The care manager confirmed that liaison with professionals took place, however, this was not always clearly documented. They assured us that recording of such communication would be strengthened to further support person-centred care.

The service also worked with the local authority to support the delivery of care. Documentation showed that learning from local authority visits, and professional feedback was used to strengthen practice and improve the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Leaders and staff worked collaboratively and actively sought opportunities to improve the quality of care provided. Staff were supported through relevant training and development opportunities to enhance their practice, and staff meetings were used to reflect on incidents and review situations where improvements were needed.

The management team demonstrated a clear commitment to learning and continuous improvement. Incidents, accidents and safeguarding concerns were appropriately recorded, addressed and shared with staff to support learning. During our visit, leaders welcomed feedback as an opportunity to reflect and further improve the service. This approach promoted a shared understanding of values, priorities and expectations across the staff team.

Staff told us they were encouraged to develop their skills and were supported in both their personal and professional development. Records showed regular management meetings were held, where training needs, safeguarding concerns, staff wellbeing and the quality of care were reviewed, demonstrating an ongoing focus on continuous improvement.