Caremark Hammersmith and Fulham

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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive and person-centred culture at the service. People using the service, relatives and staff felt the service was well-managed. They told us the registered manager was approachable and available when they needed. They felt the quality of care was good. Comments from people and their relatives included, “Staff are friendly and reliable” and “It is a good service.”

Staff told us they would recommend this as a place to work.

The registered manager knew people well. They described the agency as ‘like a family’ and told us they worked closely with people, their relatives and staff. They told us they found the work rewarding and described learning from their work with different people.

There were capable and inclusive leaders. The registered manager was a director of the company. They worked at the service since the agency was registered with CQC. They kept themselves updated with good practice and legislative requirements. The agency was a franchise working as part of the Caremark group. This meant the registered manager and staff had access to guidance, support, information and training from the franchisor. There were a range of suitable policies and procedures.

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. Managers were open, honest and transparent. Managers empowered staff to drive improvements. When something went wrong, the provider apologised to people and explained the actions they were taking to prevent this happening again.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity were respected. Managers supported staff with flexible working arrangements. Managers cared about the wellbeing of staff.

There were effective systems for monitoring and improving the quality of the service. The registered manager undertook a range of audits and checks. They asked people using the service, staff and relatives for feedback. The registered manager visited people at home to discuss their care and observe staff to make sure they provided good quality care.

The provider worked in partnership with others. The registered manager told us they had regular contact with senior managers and other registered managers working at Caremark. They told us they shared ideas and lessons learnt. The registered manager also worked with external professionals from healthcare teams and schools to discuss people’s needs and plan training.

There were systems for learning and improving the service. The registered manager created a reflection log to record, learn from and discuss the service. They shared feedback with staff and discussed policies and procedures. Staff took part in regular training and meetings with the management team. External professionals explained how they had provided training to staff.