Mimarcare 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.

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 registered manager described a culture where people, relatives and staff were encouraged to work together to achieve the best possible outcomes. Staff consistently described feeling trusted, supported and empowered to deliver high-quality, person-centred care, reflecting the provider's shared values throughout the organisation.
 

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 registered manager demonstrated a clear understanding of their role and responsibilities and spoke confidently about how they promoted an open, person-centred culture through effective leadership, oversight and support for both people and staff.

Staff consistently described the registered manager as approachable, supportive and responsive. One staff member told us, "I find the manager approachable and appreciate being able to raise concerns or ask for guidance when needed." Another described the registered manager as "highly approachable" and said they "listen to concerns and respond in a professional and timely manner."
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff consistently told us they felt confident raising concerns with the registered manager and believed these would be listened to and acted upon. One staff member told us they appreciated being able to raise concerns or ask for guidance whenever needed. The provider also had whistleblowing arrangements in place, supporting staff to speak up about poor practice or concerns without fear.
 

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 provider had policies and procedures in place to promote equality, diversity and inclusion and to prevent discrimination. Staff completed equality, diversity and human rights training, and we received no feedback to suggest there were concerns about discrimination or unfair treatment within the service.
 

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 to monitor the quality and safety of the service, including medicines, incidents, infection prevention and control and care records. These systems supported effective oversight and no concerns were identified about the quality of care people received. We identified some variation in the quality and completeness of care planning documentation, which the provider had recognised and was continuing to strengthen through its governance arrangements.
 

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.
Healthcare professionals consistently described the registered manager as leading partnership working rather than simply responding to professional advice. A community physiotherapist told us the registered manager arranged face-to-face reviews, sought specialist advice, "discusses and asks questions and updates me on patients issues and concerns" and implemented recommendations relating to falls prevention, exercises and equipment. Another professional described the registered manager as "friendly, helpful and knowledgeable" with a "holistic awareness" of how people's wider circumstances affected their needs. They explained the registered manager recognised when moving and handling needs increased and proactively requested equipment to meet those changing needs. Professionals consistently described the provider as working collaboratively, implementing recommendations promptly and feeding back on outcomes.

This proactive coordination meant professional expertise was translated quickly into day-to-day care, enabling people to receive timely interventions, appropriate equipment and coordinated support before needs escalated. As a result, people were better supported to remain safe, maintain their independence and continue living in their own homes as their needs developed. Relatives described the reassurance this gave them, knowing healthcare professionals, family members and care staff were working together towards the same goals. This collaborative approach consistently delivered seamless, person-centred care and improved outcomes for both people using the service and those important to them.
 

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged staff to develop their knowledge and used learning to improve the care people received.
Staff described a positive learning culture where concerns, incidents and day-to-day experiences were openly discussed. They told us managers encouraged reflection and shared learning, helping staff continually improve the care people received.