Caremark Northampton

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 inspection 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 service 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 provider and registered managed had created an open culture and were open to learning and improvement. The provider ensured positive feedback received from people and their relatives was shared with the care staff. A staff member said, “The team is supportive, and the focus on providing quality care makes a positive impact on people’s lives.”

The service 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. They did so with integrity, openness and honesty. The provider and registered manager worked closely together to provide a safe and effective service to people. The registered manager had the skills and knowledge to effectively manage a home care service. The registered manager had been at the service since its registration with the Care Quality Commission. We received positive feedback about the provider and registered manager. A relative said, “The managers are really good. They always make changes when required. I know that I can drive up to the office and knock and just show up”.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.  People, their relatives and staff told us they would confidently speak up and felt listened to. Staff were given the opportunities to voice any concerns they had. A staff member said, “Any concerns or worries are always listened to, and actions are taken to help with any concerns. Messages and calls are always answered and they (leaders) value my suggestions. They (leaders) work towards making sure even the small details are listened to.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Systems were in place for reasonable adjustments to be discussed and implemented to support staff to carry out their roles well. Staff provided positive feedback about their experience of working at the service and told us they felt equally treated and supported by leaders.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Governance processes were in place, including quality monitoring systems and audits which identified where actions were required and areas for improvement. For example, people’s care records were audited monthly to ensure staff were supporting people in accordance with their assessed care and support needs. While some required updating, the registered manager told us they would act on this feedback immediately. The provider and registered manager were supported and had oversight from the franchiser.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The registered manager worked in collaboration with all relevant external stakeholders and agencies where required. For example, a person’s mobility needs had changed quite quickly, and the registered manager worked with the person’s social worker and occupational therapist to ensure the correct equipment was in place for staff to deliver safe care.

The service 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 contribute to safe, effective practice and research. The provider worked closely with the local authority commissioning teams to share learning and improvement in relation to providing care to people in their own homes. The provider and registered manager had signed up to receive information and alerts in relation to the care sector to enhance their knowledge. The registered manager said, “Every day is a learning day”.