Meadow View Care Home

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

At the last inspection the provider was in breach of regulation 17, Good governance, in relation to systems and processes and oversight of the service. This assessment the provider had made enough improvements and was no longer in breach of this regulation. Since our last inspection a new manager has been recruited. People, relatives, staff and partners were positive about the changes made and told us the home was now clean, homely and had a relaxed and welcoming atmosphere. Staff had worked to embed positive changes and governance systems now in place were effective in ensuring people received safe care. People, relatives and staff were confident in the management of the service and were comfortable to raise concerns. There were systems in place to check the quality of the service and identify shortfalls to make improvements. Staff told us the morale and culture within the team had improved and they had confidence in the new management team.

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.

Staff confirmed they knew and understood the provider’s vision and values. Staff told us there was a positive staff culture and that they felt valued and respected. A staff member said, “The management team are very supportive to the staff. Everybody is really friendly and it’s about teamwork.” Another staff member said, “[The managers] doors are always open. I am the same to anyone who needs help.” The manager told us how they have a very clear vision of personalised care, for people to fulfil their lives living at Meadow View Care Home. By promoting peoples preferences and focusing on what makes them happy.

The provider had a strategy, vision and values in place that underpinned the service provided. This was shared with staff and consistently measured by the provider’s systems and processes that assess, monitor and review the quality and safety of care and support provided.

Staff were clear about their roles, responsibilities and accountability. Staff felt well supported and spoke positively about the opportunities for personal development and progression. A staff member said, “Many staff have been at this home for a long time and have developed their roles. And I know the manager follows through on their commitments.”

There were recruitment procedures in place to ensure the safe recruitment of capable and competent staff. Senior staff and leaders within the organisation were clear about their roles, responsibilities and accountability. Systems and processes confirmed provider oversight and leadership. The management team demonstrated commitment, experience and enthusiasm in continually developing and improving the service.

Staff were positive about working for the provider and how well the managers supported them. Staff felt valued and listened to, they were encouraged and enabled to speak up if they had any concerns. Staff confirmed they had access to the provider’s whistleblowing policy and that there was a positive and open culture within the service. A staff member said, “We feel very free to talk to our managers. They are also humans and can understand our feelings, the same for the people living at [Meadow View Care Home].”

The provider had workforce systems, policies, and procedures in place to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing. Staff were provided with opportunities to raise issues or concerns, such as during staff meetings scheduled over various days and times to ensure all staff are able to attend.

Staff were positive about working for the provider and the management and leadership of the registered manager. Staff confirmed they were respected and treated equally. A staff member said, “We are supported very well. We are given rest time and able to choose the hours we can work. My own will or choice, I decide the hours I work.” The manager told us how they supported equality, diversion and inclusion within the staff team.

The provider had policies and procedures that protected the human rights of staff and ensured good working conditions. This included a flexible working policy. Staff could also opt out of the working time regulations. The staff rota considered staff’s shift and work pattern preferences.

Staff were clear about their roles, responsibilities and accountability. Senior care workers confirmed they had received additional training and support to undertake their roles. Staff were aware of the provider’s general data protection regulation (GDPR) policy and the importance of confidentiality. Staff had access to the provider’s emergency plan that included contact details in the event the service was impacted. Staff had access to both electronic and paper records when needed and they explained what their role and responsibility was in completing records.

Improvements had been made since the last CQC inspection where shortfalls had been identified. At this inspection we found the provider had systems and processes that continually assessed, monitored and mitigated risks, safety and quality. Daily, weekly and monthly audits and checks were completed internally by the management team. The senior leadership team had direct access to these records for oversight. They also attended the service regularly and completed sample audits and checks, action plans would be developed for any shortfalls identified. These detailed actions required by whom and within what timescales. The provider had quality assurance processes that enabled people, relatives, staff and professionals to share their experiences of the service. At the time of the assessment, the provider had recently sent a survey out and was awaiting for returns to analyse. The manager advised any actions would be followed up and the response of the survey shared. Regular resident and relative meetings were arranged to further support and enable people and their relatives to share any suggestions, reflect on the service and to gain information from the staff. The provider had a GDPR policy and procedure in place. Care records were electronic and relatives could also have access if required. The provider had a contingency plan that provided information and guidance to staff if the service was impacted. The manager and provider understood their regulatory responsibilities and had submitted statutory notifications as required.

Feedback from people and their relatives confirmed communication was good and they were confident staff worked well with external health and social care professionals.

Staff spoke positively about the manager ‘s experience, knowledge and guidance they provided staff. They confirmed learning and new ways of working were discussed with them. Staff also confirmed how they worked with external health and social care professionals to support people to achieve positive outcomes.

External professionals were positive about partnership and collaboration with the service. They confirmed referrals for assessment and guidance were appropriate and made in a timely manner. Professionals also confirmed recommendations were followed by staff and managers within the service.

The provider had systems and processes that supported partnership working. This included developing a positive and professional relationship with external agencies. The GP practice visited weekly and these meetings were planned and organised. The staff recognised when external support and advice was required and knew how to make referrals when required. The manager accepted advice and guidance and was found to be open and honest during the assessment, showing a commitment and desire to further develop the service. The manager attended internal and external meetings and events to keep their practice up to date and to share and learning and development.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.