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.

People and their relatives spoke positively about the service, describing staff as kind, friendly, and caring. A relative told us, “Staff do make sure [Person name] dignity is respected and is encouraged to do as much for themself as possible and they will help or prompt them, when needed.”

People were involved 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 go out and about. A staff member told us, “I support [Person name] to go swimming and attend cooking classes.”

Staff clearly understood how to promote dignity and privacy during personal supporting the feedback we received from relatives. They spoke respectfully about people and demonstrated a good understanding of their individual needs, preferences and backgrounds.

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 treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. 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 demonstrated a good understanding of individuals and provided examples of person-centred support, such as accompanying people shopping, walking, and swimming.

People’s communication needs were clearly detailed, enabling staff to understand how individuals expressed their wishes and choices. Staff explained how they adapted their approach, taking time to listen and support people’s routines and independence. For example, one support plan included detailed guidance on maintaining a healthy weight, including preferred foods and drinks.

Relatives told us staff understood the support their family member needed and respected their preferences and routines. One relative said, “[Person] only has female staff,” whilst another told us, “[Person] is supported by male staff who are fantastic; they understand them well despite them being non-verbal and have built great friendship.”

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

Relatives told us their family member and staff had developed positive relationships, which supported the delivery of person-centred care and promoted people’s independence and choice. One relative explained staff encouraged their family member to maintain independence in line with their abilities and daily routines.

Staff explained how they promoted independence in practice including offering choices, providing information, and involving people in decision-making. One staff member said, “I always check to make sure I’ve understood what the person wants and support them with it.” This demonstrated staff encouraged autonomy and choice.

Management and staff knew people well, celebrated their strengths and abilities, and spoke about them with respect and genuine regard for their wellbeing. A relative also shared positive feedback about their family member’s transition to a new home, noting that visits had been well supported.

Systems were in place to promote independence across all aspects of daily living. Staff understood people’s abilities, and support plans provided clear guidance on when support was needed. Care remained personalised and was regularly reviewed to reflect any changes in people’s 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.

Relatives told us staff recognised changes in people’s physical or mental health and acted quickly, including seeking advice from healthcare professionals when needed. One relative told us, “[Person name] suffers with epilepsy; only had one episode when staff were around; me, together with staff were able to support them quickly and in the right way.”

Staff knew people well and understood how their medical conditions and disabilities affected their daily lives, emotions, and abilities. People were supported by consistent staff team who regularly reviewed their wellbeing and care needs. Support plans detailed emotional needs, behavioural triggers, signs of distress, and health risks, such as seizures, along with strategies to reduce discomfort. Emergency plans and hospital passports were accessible, ensuring staff had the information required in the event of hospital admission.

The registered manager confirmed systems were in place to provide on-call support, ensuring staff could contact the office for advice or in the event of an emergency.

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.