Caremark (Oldham)

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.

The provider 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.

Staff understood the values of the service and how these guided their work, and people experienced care that reflected these shared expectations. This helped create a consistent approach across the service.

Leaders promoted a positive culture through clear communication and regular engagement with staff. Expectations were reinforced through ongoing dialogue, supervision and team communication, helping staff understand priorities and standards. Staff felt supported by managers who were visible and approachable, and who encouraged openness and accountability. Leaders used feedback, learning and review to strengthen the culture and maintain a clear sense of purpose.
 

The provider 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 service was led by managers who were visible, approachable and supportive. Staff told us they knew who their leaders were and felt confident contacting them when they needed guidance or support. This helped create a stable environment where people could rely on consistent and well‑managed care.

Leaders demonstrated compassion and inclusivity in how they supported staff and responded to issues when they arose. Managers encouraged respectful communication, recognised good work and provided practical support when staff faced challenges. Leaders listened to staff concerns and acted on them, helping to create a culture where people felt valued and supported to do their jobs well.

Leaders used oversight, feedback and review to guide improvements and maintain standards. When issues arose, leaders acted openly and proportionately, focusing on learning and accountability.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they were confident raising issues relating to people’s safety, practice or working arrangements, and knew who to contact if they needed support. This helped ensure concerns were identified early and addressed promptly.

Leaders encouraged open communication and made it clear that concerns would be taken seriously. Staff were supported to raise issues without fear of blame, and managers responded proportionately when concerns were reported. Where staff highlighted risks or poor practice, leaders acted to review the situation and put measures in place to protect people.

Concerns raised by staff led to appropriate action and follow up. Leaders used learning from these reports to improve systems and practice across the service.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff were treated with respect and supported to work in ways that recognised their individual circumstances and needs. This helped create a positive working environment that supported consistent care for people using the service.

Leaders demonstrated a commitment to inclusive practice. Staff told us they felt respected and supported, and leaders responded appropriately when staff needed adjustments or additional support. Policies and day to day management reflected an inclusive culture where fairness and dignity were prioritised. Workforce diversity was recognised and monitored, and leaders took action to support staff wellbeing and inclusion.
 

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Leaders had clear oversight of quality and risk, and people benefited from care that was well organised and consistently monitored. This helped ensure the service could respond appropriately to challenges and maintain standards over time.

Leaders used information from incidents, feedback and reviews to monitor performance and drive improvement. Risks were identified, investigated and addressed, and learning was shared to strengthen practice across the service. Managers were open and transparent when things went wrong and focused on learning and accountability rather than blame. Governance arrangements supported continuous improvement and regulatory compliance. Action plans were used to track progress and ensure issues were followed through.
 

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

People benefitted from coordinated support that recognised the role of families, professionals and community services in meeting their needs. This helped ensure care was responsive and connected to wider support networks.

Staff and leaders communicated effectively with external services when people’s needs changed or additional support was required. Leaders encouraged collaborative working and ensured information was shared appropriately to support continuity and safety. Where specialist input or community support was needed, this was sought in a timely way and reflected in people’s care.

Records showed evidence of constructive partnership working and follow up on agreed actions. Care arrangements were adjusted based on shared decisions and professional advice. As a result, people experienced care that was well supported by partnerships and rooted in the wider community, helping promote safe, joined up and person centred outcomes.
 

The provider 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 contributed to safe, effective practice and research.

Staff described a culture where learning from incidents, feedback and review was encouraged, and where changes were made to improve care. This supported people to receive care that developed and strengthened over time.

Leaders actively reviewed information from across the service to identify learning and areas for improvement. When issues were identified, actions were taken to improve practice and prevent recurrence, and learning was shared with staff. Leaders also sought opportunities to improve how care was delivered by refining processes and supporting staff to develop their skills.

Learning led to improvements, including changes to care practices, additional training and improved systems for monitoring quality. Reviews tracked progress to ensure improvements were embedded. As a result, people benefitted from a service that learned from experience, adapted to challenges and continued to improve the quality and safety of care.