Mia Care Services Ltd

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 now consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

People and their relatives told us there was an exceptional culture in the service and the registered managers always made themselves available. Comments included, “I would not be able to cope without the kindness and support of the wonderful care staff and the flexibility of the company”, “They deliver a wonderful service 100 %”, “They are excellent and I have never had to make any complaints or raise any issues”, “If I have any questions or need an update about anything I can text or call the carers or manager and they respond even if they are not covering shifts” and “They constantly keep in touch with me to check if I need additional support no matter what time of the day or night it is.” People using the service were provided with a guide to the service which included the organisations values. These were based on kindness, respect, encouraging independence and building positive relationships.”

Staff also told us that the culture in the service was excellent. They said, “It’s been an honour to work here. I have worked in healthcare sector for a while and Mia is a lot more patient focussed” and “[The registered managers] are very supportive, they encourage us to develop.” Staff were provided with a staff handbook which was also available via a mobile app. This included a guide to the service and what was expected of them as employees, including providing person centred support, in a flexible way whilst maintaining dignity, compassion and respect.

A healthcare professional told us, “Referrals that I have made and requested feedback, have told me that Mia Care are brilliant.” Another said, “Throughout this time, I’ve consistently found them to be reliable, child-centred, and extremely proactive. Whenever concerns are raised, they respond quickly and work openly with our service, which gives me a lot of confidence in the safety and oversight they provide.”

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 that the registered managers were supportive, telling us they ensured they received regular training and supervision. Comments included, “I really enjoy working here” and “We get regular training.”

The provider was aware of their responsibilities as a CQC registered person, including when to submit notifications and other regulatory responsibilities. The provider’s latest ratings were on display on the providers website.

A healthcare professional told us, “Managers are always attending the meetings and have knowledge of what is happening in the household. Any concerns or worries, I always receive an email. I will also receive reports on each child that I have referred, letting me know what Is working well, not working well, and what activities the children are taken to.”

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

People and their relatives told us their views and suggestions were welcomed by the provider, including through care plan reviews, spot checks and telephone monitoring. They said, “If any changes are to be made, we discuss and agree jointly” and “The manager is very easy to access and talk to.”

People using the service were given details of how to provide feedback and raise a complaint when they first joined the service. This included details of the Local Government Ombudsman if they were not satisfied with how their concerns were managed.

Regular staff and individual supervision meetings were held to provide staff with an opportunity to provide feedback.

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.

People received their care and support from a diverse workforce. Staff told us they felt equally and fairly treated by the leadership and reported no experience or observation of discrimination.

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 provider monitored and improved the care and support people received. The provider completed a number of audits which provided assurance around safety and quality.

These included reviewing care plans and risk assessments monthly or as and when people’s support needs chanted. The provider also carried out regular monitoring and gathered feedback through regular spot checks and telephone assurance calls. In addition to this, daily progress notes that were completed during each care visit were routinely monitored. There was a system to analyse any incidents and accidents that occurred and any, safeguarding concern s or complaints that had been received. These were investigated with openness and honesty.

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 provider worked in partnership with other agencies and services to meet people’s needs. A healthcare professional told us, “It is a joy working with Mia care. They are very professional, and they actually care about the child and the family.” Another said, “Mia Care work well with multi-agency partners, communicate openly, and genuinely listen to the children and families they support.”

Details of community healthcare professionals that were involved in supporting people were contained in people’s care plans.

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 promoted a learning culture within the service. Staff received on-going mandatory training and training to meet people’s specific needs. Incidents and near misses were reviewed to ensure lessons were learnt collectively, and quality audits were reviewed and acted upon. Leaders valued the input of others and actively sought the views and suggestions of people, staff and professionals to drive improvements.