Mirabeau

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 requires improvement. At this assessment the rating has changed to 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 71 (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. Leaders created a shared direction that made sure each individual person was at the centre of their support when decisions about their lives were being made. Closed culture risks were identified, assessed and mitigated. For example, there was a ‘friends and family audit’ where relatives of people living at other services owned by the provider could come and check Mirabeau was running well. This promoted a culture of openness and collaboration.

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. A person’s relative told us, “Since the manager has taken over, things have greatly improved. We’re very reassured. [Registered manager] is so good at her job.” Another relative said, “I’m just so blessed [person] is there. The manager is fantastic. There’s open communication at all times and with all the staff at any time, absolutely.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A staff member told us, “I find the management team friendly and supportive. They have an open-door policy whereby asking questions, sharing concerns, and seeking guidance at any time is easy. The management team is responsive and always available to clarify policies or assist with work challenges.” There was a whistleblowing policy in place and posters displayed informing staff how they could speak up with any 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. Records showed clear action was taken to prevent discrimination on the basis of protected characteristics. We received feedback there were regular team meetings and handovers to support an inclusive team culture. A staff member told us, “The management do a fantastic job and do endless hours to keep the guys (people) safe and the staff happy.”

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. A professional told us, “I do think the audits and emphasis on quality has raised the standard within the home and the manager at Mirabeau has adapted to this very well.” There were a wide range of audits completed to support the running of the service. However, we identified some further improvements were needed to rationalise files which were being transferred onto the new electronic systems. Leaders confirmed this would be resolved as they continued with the transformation process. Systems were in place to support staff, but further work was required to show clear outcomes from supervisions. We raised this with leaders to review.

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. A professional who works with the service told us, “I have always found visiting Mirabeau a welcoming place for a professional person to visit. I have found the managers I have worked with during my time to be open and transparent and if there are any safeguards these are reported in a timely manner.” The service worked well with the local authority and had received positive external audits and reviews.

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. There was evidence to show leaders listened to staff to continuously improve the service, for example, through introducing new training and opportunities for upskilling and development.