Caremark Hounslow

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. The last rating for this key question was requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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 an inclusive and positive culture. Staff understood and worked towards the values of the company. Comments from staff included, “I would recommend this as a place to work”. “It is a good company with friendly supportive managers and everyone is treated equally”, “I have a positive view of my company, and they have good contact with me” and “There are good aims, and these aims work well for people.”

People using the service and their relatives felt they received a good service. Their comments included, “I feel they have been really great”, “They look after my family and make a difference” and “We receive a good quality service.”

There were capable and inclusive leaders. The registered manager was appropriately experienced and qualified. They were supported by a team of senior staff who had a range of experience. Staff, people using the service and relatives told us the management team were open, approachable and friendly. Their comments included, “[Manager] is wonderful”, “The managers come to check on us and we can speak with them”, “The manager is nice” and “You can approach the manager if there is an emergency, and [they] definitely pick up a call and help.”

The provider had systems for staff to speak up and report any concerns. The staff were familiar with these and told us they would feel comfortable speaking up. Their comments included, “I will find a solution and it is my duty to inform the office” and “If I could not talk to managers, I would tell CQC and I take a pride in finding the best outcome for our customers.”

The provider had systems to support workforce equality and inclusion. The provider employed staff from a range of different backgrounds and had procedures to ensure staff were treated fairly and equitably. Staff confirmed this with comments which included, “I can work flexibly and they accommodate this”, “The company has supported pregnant workers and those with families” and “They are supportive of my college course and allow me to work around this.”

At our last assessment, we found that the provider’s systems for monitoring and improving quality were not always robust. This was a breach of legal regulations. At this assessment, we found that improvements had been made, and the provider was no longer in breach of regulations.

The provider had systems to monitor and improve quality. The managers undertook a range of audits and checks. These included auditing records, observing staff providing care, and asking people using the service and other stakeholders for feedback. They used information from these audits to develop improvement plans.

The provider had developed a range of policies and procedures for the service. These were clear, appropriately detailed and reflected legislation and good practice. Staff were familiar with these. The provider regularly reviewed and updated these.

The provider had undertaken initiatives to link with local communities and develop the service. They worked in collaboration with specialist clubs and cafes providing care to people with dementia and those experiencing bereavement. They had also developed a befriending service to support people with loneliness. The agency was 1 of a number of branches with the franchise operator. They had a campaign to celebrate their 20th anniversary supporting people to 'make a wish.' Some of these wishes were chosen and people were supported to achieve these.

The provider had developed improvement plans which reflected the findings from their own audits, feedback from others and the last CQC report. The provider had set objectives for improvement which reflected good practice guidance. The provider had introduced systems to monitor whether improvements were effective. They had introduced new technology and worked towards providing staff with eco-friendly transport.