Camden Care Home

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 review of this key question, it was rated requires improvement. At this assessment the rating has improved to 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.

A positive care culture was evident, supporting the delivery of person-centred and effective care. Feedback from people using the service, their relatives, and staff was actively sought and used to inform and drive improvements where necessary.

Relatives told us the registered manager was open, transparent, and approachable. They felt confident that any concerns would be listened to and addressed promptly, which supported positive relationships between families and the service.

The registered manager fostered a supportive culture in which staff felt valued. Staff reported that they were able to provide feedback, raise concerns, and access support when needed.

The management team worked effectively with external professionals and agencies, including healthcare teams and social workers, helping to ensure people received well‑coordinated and effective care.

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 management team recognised and encouraged staff input, regularly inviting their feedback and valuing their contributions. Staff were provided with clear guidance, structured procedures, and appropriate training, enabling them to feel confident and capable in their roles. They described the registered manager as approachable and knowledgeable, and expressed confidence that the service was being managed safely.

The manager demonstrated a strong commitment to delivering high-quality care that met people’s needs and reported feeling supported by the provider. Staff shared that they felt appreciated and well-supported by the manager. They told us their views were sought through staff meetings and one to one discussion . This ensured any issues were addressed and improvements made as needed.

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

Staff reported that they felt comfortable raising any concerns and were confident that management would respond appropriately. The registered manager encouraged an open-door culture, enabling people using the service, staff, and relatives to openly discuss any queries or issues with the management team.

The provider demonstrated a strong commitment to workforce diversity and fostered an inclusive, equitable culture.

Staff confirmed they were supported by the management team, both professionally and personally. They described an environment where they felt listened to, valued, and cared for, contributing to a positive and inclusive workplace culture.

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.

Regular audits and checks were undertaken to oversee quality and safety, with outcomes used to support continuous improvement. The registered manager notified the CQC of significant events in line with statutory requirements.

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.

The registered manager maintained effective collaboration with relevant health and social care professionals. Relatives confirmed they were regularly involved in care reviews and were kept informed of any changes to their family member’s care. This supported open communication and demonstrated strong partnership working.

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.

The provider had established systems to capture learning and support ongoing improvement. Audit outcomes were reviewed and used to guide action plans and identify lessons learned.