Mulholland 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.

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 culture across the service was one of positivity, ambition and individuality. Staff demonstrated a deep understanding of the provider’s values and were proud to work in an environment where inclusion, respect and person-centred care were at the centre. This shared culture ensured people consistently experienced care that was enabling, personalised and aligned with their goals and aspirations.

Staff understood their responsibilities and were committed to ensuring people received person-centred care in a safe, efficient way. A staff member said their core values were, “Dignity, person centred care, equality and respect.”

People we spoke with consistently expressed the view that the service’s leadership was strong and dependable. People told us, “Mulholland are at the top of my list, they are very good” and “I can’t fault them. I’ve had them for over three years, and they get all the ticks from me. I’m very pleased, I can’t fault them at all.”

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.

There was a strong and capable leadership within the service that embedded positive values attitudes and behaviours throughout the staff team. The registered manager was supported by a management office team. The registered manager had completed an office structure roles and responsibilities record to review and update the office teams areas of responsibilities and encourage better ways of working. Staff had a good understanding of the responsibilities of each member of the office team.

The registered manager took time to ensure they updated their own skills and knowledge through attending workshops, partnership meetings and completing care shifts.

People and their relatives told us, “Yes it’s well managed and I can speak with the manager anytime”, “[Registered Manager] is the boss, and she comes over as a very caring person, she does have empathy and she likes things done properly. I’ve always been quite impressed with how they run things” and “Communication is good and [Registered Manager] keeps an eye on things.”

Staff spoke highly of the registered manager and the leadership of the service commenting, “The management is really amazing, they do give a listening ear to staff we do get adequate training, personal protective equipment and everything that we need to provide first class care” and “My line manager is very approachable and does listen to me and if she was not available, I could speak to any of the other managers with every confidence that they would listen to me.”

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

Staff meetings and supervision records showed staff were encouraged to raise concerns, provide feedback and contribute to service improvement.

Policies for whistleblowing, freedom to speak up and complaints were available and aligned with best‑practice guidance. These were supported by the staff handbook, which clearly outlined how staff could raise concerns.

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 valued diversity in their workforce. Staff had access to equality training to help them understand protected characteristics, bullying and harassment Requests for reasonable adjustments to working patterns were looked upon favourably and staff told us the registered manager was supportive and caring.

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 service had systems and processes to monitor quality and safety, including audits of care records, staff competencies, and checks on people’s home environments. Following feedback prompt action was taken to ensure staff training was regularly refreshed.

The management team showed a strong commitment to sustaining improvements and ensuring people consistently received good care and positive outcomes. The provider took appropriate and timely action in response to concerns raised.

Systems ensured statutory and regulatory notifications were made when required, and the registered manager demonstrated a clear understanding of their responsibilities.

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.

Staff worked in partnership with health and social care professionals to ensure people achieved the best possible outcomes for their health and wellbeing. People and their relatives confirmed this. The service collaborated effectively with other professionals and ensured individuals had timely access to the services and support they needed.

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.

Throughout the inspection process, the registered manager demonstrated a strong commitment to getting things right and a willingness to learn. Time had been invested in restructuring the office team and strengthening roles to ensure greater stability within the service. Staff had been supported into new positions and helped to adjust to these changes. The team was now well‑placed to support people effectively and continue to develop the service.

People and their relatives told us they would recommend the service and felt there was little that needed improving. Feedback included comments such as, “They are caring and very nice with [name] and they leave everything clean and tidy, I would definitely recommend the service, they’re great, a huge improvement on the other services we had” and “Mulholland haven’t failed in anything and are very reliable.”