Squires Mews Care Home

The following is CQC's published account of its assessment, published 24 July 2025. References to “we” mean CQC. It describes findings at that time.

This location is dual registered. Dual registration is when a provider has stated, and is able to evidence, that at least two providers are both responsible for managing the regulated activities at a single location. CQC consider both providers to be reliable and legally responsible for carrying on of the regulated activity irrespective of any specific arrangements between them. This means that any default or breach by one provider is the responsibility of both providers. The two providers responsible for the location are; Artisan Care Northampton Limited and Willowbrook Healthcare Limited. This report should be read in conjunction with the report for Squires Mews Care Home (1-19885108976).

Date of Assessment: 28 and 29 May 2025. This assessment was carried out by 3 inspectors, a regulatory coordinator and an Expert by Experience who have personal experience of using or caring for someone who uses this type of care service.

This is the first assessment for Squires Mews House Care Home since it became dual registered.

Squires Mews Care Home is a care home providing personal and nursing care for up to 59 people, including those living with dementia. At this assessment, there were 57 people in residence.

During this assessment we spoke with people, and their relatives or advocates, and visiting professionals. We also spoke with 12 staff including the director of operations representing the provider, and registered managers, deputy manager, clinical lead, care staff, the chef, the wellbeing and activity staff and house-keeping staff. We used the Short Observational Framework for Inspection (SOFI). SOFI is a way of observing care to help us understand the experience of people who could not talk with us.

There was a positive culture and responsive approach to learning from significant events and concerns. The provider had systems for investigating and responding to accidents, incidents, complaints and safeguarding concerns. Management and staff ensured people had equal opportunities and did not face discrimination within the care home.

Potential risks to people had been assessed, managed and kept under review. Care plans were personalised, reflected people’s care needs, including future plans with regards to end of life care, and clear instructions that enabled staff to support people safely. People were able to make choices and consent to their care.

Processes were in place to facilitate and support people to live healthier lives through ongoing reviewing and monitoring of people’s needs. Staff worked with external healthcare professionals to ensure people’s needs were monitored and met. Health professionals were positive about staff’s response to the monitoring of people’s health. They told us staff acted on guidance and advice given to manage people’s health needs.

Staff were recruited safely, trained for their role and understood how to protect people from abuse. Staff had their competencies checked regularly. Overall, there were enough staff to meet people’s needs and staff deployment was monitored. The provider had processes to help ensure there were always enough staff to meet people’s changing needs. Systems were in place to ensure staff were supported and received feedback on their performance.

Staff ensured people received person-centred care including support with their medicines and dietary requirements. Person-centred activities were available for people. People’s end of life wishes had been considered and documented. Staff gave examples of their coordinated and consistent approach to providing care that promoted people’s safety, wellbeing and quality of life.

People lived in a safe, clean and well-maintained environment and the issues we identified were addressed immediately. The provider had plans in place to manage unplanned events and emergencies.

The registered manager and staff understood their roles and responsibilities. There was a positive culture, whereby people and staff were empowered to speak up without fear. Staff spoke positively about the leaders and opportunities to learn and develop in their role.

The provider had a range of audits and checks designed to monitor all aspects of the service and improve the quality. The registered manager was responsive to the issues we identified and recognised and assured us oversight in those areas would be strengthened.