Mather 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 – 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.

Staff felt the organisation was well‑led, and people and their relatives spoke positively about the culture of the service. The service was a family‑run organisation that understood the needs of the local community, and we were told that people often specifically requested Mather Care Ltd to provide their care and support.

A relative told us, “The company is very well organised and managed. I think it is a small family‑run service which is reflected in the way they care and support their staff, service users and their families, who access their person‑centred care. I have no complaints or concerns and would recommend them highly.”

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, people and their relatives spoke positively about the leadership of the service. Staff told us they felt supported by leaders and valued the reassurance and encouragement they received. One staff member said, “I do feel supported by leaders, for example, I was very doubtful of myself, and the management team reassured me that I am doing my best and kept regularly checking in on me.”

Another staff member said, “I get more than enough support, for example, when I get an emergency call from theschool for mykids, my shift can be covered as quick as possible. When I get overwhelmed with service users, the management always gets involved and resolves the matter best they can. When Irun late through my calls during the day, management covers some shifts to relieve pressure.”

Leaders across the organisation were responsible for specific workstreams, such as care plan audits and reviews, or staff training and recruitment. They told us they had strengthened staff training, supervision and competency checks to ensure care was delivered in line with best practice.

People and their relatives told us the management team were approachable and that the small size of the care team enabled genuinely person‑centred care. A relative said, “The owner and management are always really approachable and interested in the service user and their family member. The personal, person‑centred care is evident in all the members of staff. I feel that there is a ‘small team’ effect where everyone supports everyone else, within their area of service and accountability. I have absolutely no complaints and would recommend this company.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff, people using the service and their relatives told us they felt able to speak up at any time and were confident they would be listened to. A relative said, “The company is excellent, always responsive and well organised and I have no complaints with them at all. I would recommend this care service.” A staff member told us, “I am confident to raise concerns, and I most definitely am listened to.”

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 acknowledged the ongoing challenges faced by community‑based home care services, recognising that recruitment and retention continued to present significant pressures. They were committed to offering competitive pay, alongside ongoing training, recognition initiatives and wellbeing support, to retain staff and ensure people received consistent, high‑quality care.

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.

Governance processes were in place to review the effectiveness of care records and identify where improvements were needed. The provider had recognised opportunities to strengthen the quality of recording and had spoken with staff about the importance of ensuring digital records accurately reflected each person’s experience of care. There was effective oversight of staff recruitment in line with legislation, and robust monitoring of the safe management of medicines, which assured the provider that staff were administering medicines safely.

People and their relatives told us they felt the service was well managed. One relative said, “In my opinion this company is very approachable, well managed and person centred. We are completely satisfied with them in every aspect. I have no complaints and would recommend them.” Another relative told us, “This family‑run company really does give over 100% and quality care. Nothing is ever too much trouble; they go the extra mile. I have no complaints or concerns and would highly recommend them.”

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 recognised that barriers relating to people’s health, capacity or family expectations could change rapidly and require services to adapt at short notice. They addressed this through regular reviews, spot checks, ongoing communication with families and multidisciplinary working with professionals including GPs, district nurses and specialist teams. This ensured care remained responsive and focused on achieving positive outcomes.

The provider also acknowledged that access to external services and waiting times for some healthcare interventions could occasionally impact people’s outcomes. Where appropriate, they advocated for people, escalated concerns and maintained communication with relevant professionals to support continuity of care and reduce delays.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider was keen to be inspected by the Care Quality Commission and shared their development plan with us. This included strengthening staff training and performance, improving the matching of people’s needs with staff skills, and transferring compliance documents onto the online system to ensure all records were stored in one place and easily accessible.