Caremark (Mansfield & Ashfield)

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 79 (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 demonstrated a clear and cohesive shared vision, strategy, and culture that was embedded across all levels of the service. This was underpinned by strong values of transparency, equity, equality, human rights, diversity, inclusion, and meaningful engagement. Leaders and staff showed a good understanding of these principles and how they translated into everyday practice, ensuring that care was delivered in a way that respected both people and the workforce.

The provider actively sought to understand the challenges faced by people using the service and the wider community, using this insight to guide service development and delivery. This ensured that care remained relevant, inclusive, and responsive to the diverse needs of individuals.

To support staff understanding and engagement with the organisation’s vision and values, the provider had developed a visual ‘brand theory’. This approach incorporated key aspects of the company’s values into easily accessible visual materials displayed across the service. These posters helped staff to understand how different elements of the organisation—such as wellness, sustainability, innovation, and collaboration—interconnected and contributed to the overall delivery of high-quality care.

Staff told us these resources were helpful in reinforcing expectations and supporting them to reflect the provider’s values in their work. This approach promoted consistency, encouraged shared ownership of the service’s direction, and supported a positive, inclusive working culture.

The provider demonstrated outstanding leadership across all levels of the organisation, with leaders who were inclusive, visible, and deeply connected to both their staff and the people they supported. Leaders consistently showed a strong understanding of the context in which care was delivered, including the diverse needs of individuals and the challenges faced by the workforce. This enabled them to lead with authenticity, insight, and responsiveness.

The leadership team demonstrated a high level of skill, knowledge, experience, and credibility, which inspired confidence among staff, people using the service, and external professionals. Their commitment to continuous improvement and professional development was evident in the innovative approaches they introduced to strengthen practice across the service.

A notable example of this was the registered manager’s development of the ‘5 Steps to Excellent Care’ framework, which was inspired by their own personal experience of caring for a relative. This initiative demonstrated genuine compassion and a deep understanding of the care journey from both a professional and personal perspective. The framework provided structured, meaningful training for staff at all levels and supported them through the full journey of delivering care, from initial engagement to ongoing support. It reinforced the provider’s values and ensured a consistent, high standard of person-centred care across the service.

Leaders consistently led by example, fostering a strong sense of shared purpose and accountability. Their commitment to inclusivity and compassion was reflected in the way they supported their workforce and prioritised the experiences of people using the service.

We were not always assured that staff could speak up freely or raise concerns without barriers. Feedback from staff about the openness and accessibility of management was mixed. Some staff described the management team as approachable and responsive, with one stating, “I can raise anything with the registered manager, and I know it would be actioned straight away.”

However, other staff reported difficulties, with one stating, “I don’t find the managers approachable and don’t have any idea how to contact the directors.” This indicates inconsistencies in staff experience and suggests that not all staff felt equally supported or confident to raise concerns.

Despite this we saw evidence of regular opportunities provided to staff to give feedback and seek support, this included team meeting, supervisions and questionnaires. Additionally, the provider ensured they were accessible at all meetings should staff feel they needed extra support. The registered manager had an open-door policy and during the assessment we saw multiple staff attending the office to speak to the office team where needed.

The provider demonstrated a positive commitment to valuing diversity within their workforce and promoting an inclusive and fair working environment. There was a clear focus on equality and equity, ensuring all staff felt respected, supported, and able to contribute fully to the service.

Leaders actively worked towards creating an inclusive culture by recognising and celebrating the diverse backgrounds, experiences, and perspectives of their staff team. Initiatives such as the celebration of ‘international days’ enabled staff to share and recognise important cultural events, fostering greater understanding, respect, and inclusion across the workforce. This approach helped to strengthen team cohesion and ensured staff felt valued for who they were.

The provider also recognised the importance of supporting staff wellbeing and mental health as part of an inclusive culture. Some staff had undertaken additional mental health training, equipping them with the skills to support colleagues when needed. This demonstrated a proactive approach to creating a supportive environment where staff felt safe to seek help and support.

Staff told us they felt included and respected within the service. One staff member said, “I would just like to say what a supportive company I work for i feel part of the team and it's like a family really. Any issues are dealt with they really do listen to us with us being in the field if we have suggestions for what could be done better things can be put into pace for this. I don't just feel like a number on the pay roll I feel like a person who is heard and seen.”

The provider had clear responsibilities, roles, and systems of accountability in place, which supported effective governance and the delivery of good quality, sustainable care. Leadership structures were well defined, enabling oversight of service performance and ensuring that care was delivered in line with expected standards and organisational values.

Robust governance systems and processes were in place to monitor quality, safety, and performance. The provider used a range of audits and checks to review practice, identify areas for improvement, and drive continuous development. The registered manager had effective oversight of these processes and demonstrated a proactive approach to ensuring the service remained safe, effective, and responsive to people’s needs.

Audits and governance checks were used meaningfully to identify both strengths and areas for development. For example, internal audits had highlighted the need to improve the level of detail recorded in staff visit notes, as well as enhance the consistency of mental health assessments. The provider responded appropriately to these findings by implementing targeted actions and providing additional guidance and support to staff. Improvements in these areas were clearly evidenced, demonstrating that the provider not only identified concerns but acted on them effectively.

The provider demonstrated a clear understanding of their responsibility to collaborate and work in partnership with others, ensuring that services were well-coordinated and worked seamlessly to meet people’s needs. Effective relationships had been established with a range of external professionals, agencies, and community organisations, supporting continuity of care and positive outcomes for people.

The provider actively shared information and learning with partners, promoting a culture of openness and continuous improvement. The provider also demonstrated a commitment to supporting the wider community. They worked closely with a local college to offer placements, apprenticeships, and volunteering opportunities for individuals interested in health and social care. This not only supported the development of future workforce skills but also strengthened links within the community.

Feedback from professionals was consistently positive. One professional told us, "The service is managed very well, I have observed training taking place on several occasions when I have visited. During the course of observing apprentices, I have seen some of the audits and processes being completed, and these are undertaken well, with the service user being at the heart of what they do."

Another professional shared, "I recently supported somebody to set up a care package with Caremark. This person was extremely anxious about having care support, but I completed the first visit with the care coordinator and found their manner very reassuring. They explained the process and the support the person would receive in great detail and communicated this clearly. By the end of the visit, the person accessing support was really happy, really looking forward to having support from Caremark, and all their anxieties and worry had been abated."

This feedback demonstrated the provider’s strong partnership approach, effective communication, and commitment to delivering person-centred care.

The provider demonstrated a strong commitment to continuous learning, innovation, and improvement across the organisation and wider local system. There was a clear focus on using feedback, reflection, and new ideas to enhance the quality of care and ensure the service remained responsive, effective, and forward-thinking.

A culture of learning was embedded throughout the service, where staff were encouraged to reflect on practice, share experiences, and implement improvements. Feedback from people, staff, and professionals was actively sought and used to inform service development. This ensured that learning remained central to improving outcomes and delivering person-centred care.

The provider showed a proactive and innovative approach to sustainability and long-term service development. They demonstrated a strong awareness of their environmental responsibilities and had taken practical steps to reduce their impact within the local community. This included investment in solar power for the business and the trial use of electric vehicles, reflecting a forward-thinking and socially responsible approach.

Innovation was also evident in how the provider supported their workforce. They continued to develop creative and meaningful ways to support staff wellbeing, including offering health checks and initiatives such as free car MOTs. These approaches not only supported staff practically but also contributed to a positive and motivated workforce, which in turn supported the delivery of high-quality care.

Leaders demonstrated passion and commitment to embedding improvement across all levels of the organisation, ensuring that both people using the service and staff benefited from ongoing developments.