Mulberry Care 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

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.

The provider had a positive culture, demonstrated by staff and leaders who were committed and innovative in delivering high-quality care. There was a clear shared vision and strategy across the team.

Staff told us they enjoyed working at the service and felt supported. This reflected a positive working environment that promoted staff wellbeing and good morale. One person told us “I know I can speak out if I feel the need too. They [management] do listen and will act.”

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.

Family members expressed positive views about the registered manager, indicating satisfaction with the quality of care and services received. One relative said, “[Person] is a very good manager and if I have any problems I can go to him and I know that he will sort it out.”

Staff told us they felt well supported by the management team and described leaders as approachable and responsive. 

The registered manager spoke with clear compassion for the individuals using the service. They described how staff consistently adapt their approach as people’s needs change, ensuring support remains responsive, person‑centered and focused on what matters most to everyone. They highlighted several examples where the team had taken initiative-taking steps to maintain people’s wellbeing and continuity of care, demonstrating a strong commitment to positive outcomes.

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

Staff had a good understanding of the organisation’s whistleblowing policy and felt confident in raising concerns if needed about the quality or safety of care. This helped promote an open and transparent culture where staff felt able to speak up without fear of negative consequences.

The provider also encouraged feedback from people and visitors through a feedback box located in the entrance hall. In addition, annual surveys were completed to gather views on the quality of the service and identify areas for improvement.

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.

Leaders had a strong focus on diversity and inclusion and promoted a culture of acceptance and respect for different cultural beliefs among both staff and people using the service. Protected characteristics were recognised and respected, and there was a clear zero-tolerance approach to discrimination. Staff had received training and understood how to identify and respond to discrimination within the workforce.

The provider actively promoted inclusion through regular monthly cultural celebrations, including themed food nights and activities linked to different religious and cultural festivals and holidays. This helped to create an inclusive environment where diversity was recognised, valued and celebrated.

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.

Senior staff and management carried out regular audits and checks to help make sure a good service was consistently provided and ensure people’s safety. Audits covered areas such as medicines, health and safety, accidents and incidents, infection control and care plans. Regular safety checks and audits were also carried out for the environment and equipment. We saw that actions were identified because of the audits and reviews were carried out to make sure the required actions were implemented and embedded. Records evidenced that the leadership team had good oversight of the service and acted on findings from audits that were carried out.

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’s care and support plans demonstrated that people were referred to appropriate healthcare professionals when needed. Information and guidance from external healthcare professionals was shared with care staff to help ensure consistency in providing care and support.

The provider encouraged partnership working. Staff supported people to attend health appointments and supported them with reviews of their care.
The registered manager promoted visitors coming to the home without prior arrangement

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 effective systems and processes in place to ensure lessons were learned when things went wrong. Where issues were identified, appropriate action was taken to drive improvements and ensure these were sustained.

The management team supported staff development by providing opportunities for learning, training and progression.

Staff told us that when incidents or concerns occurred, information was shared through shift handovers, care records, incident logs, supervision sessions and team meetings. This allowed staff to reflect on practice and identify learning to improve future care.

The registered manager also confirmed that learning from incidents and feedback was routinely shared through team meetings and supervision sessions to ensure continuous improvement across the service. This meant the service had a strong learning culture.