Matn 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

The provider actively contributes to safe, effective practice and have developed systems and processes to strengthen quality monitoring in the service since the last inspection. The provider was actively highlighting where improvements were needed and implementing them. For example, the management team had identified an issue with technology which was not as robust as they needed and were in the process of switching technology services to strengthen this. The provider had a shared vision, strategy and culture which staff were aware of. Care workers told us they were confident in managers and said they were listened to.

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 strategy in place which included visions and values for the company which staff were aware of them and these values were upheld them. The registered manager, management team and staff demonstrated a positive, compassionate and caring culture which enabled people to experience positive care. People had trust in the provider and positive relationships had been formed with people, relatives and wider partners.

The provider had a mission statement in place which laid out clear goals and objectives of the business they provided, focusing on positive outcomes.

The management team modelled inclusive behaviours which were mirrored by the staff team. The provider was aware of the need for quality services and had systems and processes in place to provide appropriate support to people they provided care for, and for their staff team.

The registered provider kept up to date with best practice and changes in legislation including being up to date with their own professional registration. We saw examples of how the provider had identified shortfalls which may have impacted the service and taken proactive measures to address them.

The registered manager provided regular opportunities to listen to feedback from people and staff and took action to drive improvements. Staff felt confident their voices were heard and action would be taken to make improvements. One staff member said, “I can raise concerns with managers and there seem to be listening to the things they can achieve. They are approachable and I can talk to them without any intimidation.” Another staff member said, “The company support me very well. If I ask for help, they are always quick to respond. If I’m having personal or work-related problems they are always there.”

Feedback was gathered and action from feedback was taken to drive improvements. There were policies in place on whistleblowing and staff were aware of how to whistle blow should the need arise.

The provider had policies and procedures in place regarding equality diversity and inclusion. Staff were provided with contracts of employment which gave them information about their rights and expectations as an employee.

The provider promoted workforce diversity and employed some staff from overseas. They assisted them in adjusting to life away from their country of origin in various ways. They made sure staff were aware of cultural needs of people they were supporting and that their way of life may be different to what they were used to. The registered manager said, “I see everyone as a person, as an individual. They all have the same Human Rights. We treat everyone the same."

The provider had good systems in place to effectively oversee the running and development of the service they were providing. Staff were aware of their roles and responsibility and had a good understanding of the visions and values. One staff member said, “There’s regular spot checks and audits. If concerns are identified, they are usually addressed promptly to ensure patient safety and quality of care.” The registered manager was aware of their responsibilities to notify partners. For example, notifications to CQC and safeguarding alerts.

The provider had structures in place to effectively monitor and improve the quality of care they delivered. Systems such as audits and quality monitoring were used to check the quality and safety of the service. The provider had a business continuity plan which detailed how they would be prepared for emergencies.

We received no specific feedback from partners, but we saw examples of how the provider worked in partnership with them. We saw examples og how Matn Limited and worked effectively with partners to enable effective partnership working.

People told us they were able to live in their homes and had better independence due to the care they received. They told us partnership working took place between Matn Limited and other professionals to ensure they received timely care and support, which enhanced their independence and enabled them to live at home.

The provider had invested in new technology which was fundamental in them monitoring and improving care. This technology enabled them to expand their business and have greater management oversight.

The registered manager, management and staff team effectively engaged with people, communities and external stakeholders to provide holistic care. One staff member said, “Involving relatives and appropriate professional is essential for providing comprehensive support. For instance, social workers may be brought in to assist with navigating complexed assessments where a person’s needs have changed. We collaborate with advocacy organisations to ensure the persons rights and needs are met.”

The provider and staff team were aware of how to drive improvements in the service so they were ready to take onboard further packages of care to expand the business. One staff member told us ways they were developing the service. They said, “One example of working in partnership is when our team started using a mobile application to improve communication and coordination for the staff rota. This allowed real time updates on patient status, medication changes and upcoming appointments, ensuring everyone involved in the patient’s care was informed and could provide timely interventions. This innovation not only improved communication and collaboration with Matn staff but it also resulted in better patient outcomes by reducing errors in care delivery.” Another staff member said they were well supported by the provider and were supported with flexible working, access to mental health resources and had taken part in team building exercises aimed at boosting morale and camaraderie.

We saw examples of how processes had been strengthened to ensure the provider was supporting staff to develop their skills around improvement and innovation. For example, accessing additional training and personal development for the registered provider and staff members.