Mabikacare Limited

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated 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. The provider had shared their values statement with people, setting out what they should expect from the service. Staff told us the registered manager demonstrated these values in the way they worked.

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. Staff told us the registered manager provided they with the support they needed to do their job.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us the service had speaking up procedures, which staff could use if they needed to. Details were shared with staff during induction, team meetings and supervision sessions. Staff told us they knew how to raise any concerns and were confident the management would listen to them and respond.

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. The registered manager told us reasonable adjustments could be made to some working patterns to support staff at work. Staff had completed equality and diversity training and told us they felt supported by the management team.

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. The registered manager completed a range of audits and observations of staff practice to monitor the quality of the service. The registered manager had used this information to develop an improvement plan for the service. The registered manager was aware they would need to involve other staff in the oversight of the service as they took on more packages of care and employed more care staff. Recruitment to these roles had started, with new members of the management team due to start in the weeks following the assessment.

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 told us they worked with a range of stakeholders and professionals to help make sure people received continuity in their care. People and relatives gave examples of the service working in partnership with other agencies, including the local authority and community nurses.

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. The registered manager had worked to understand the cultural needs of a person from a minority community, to ensure staff understood how to meet people’s needs.