Stambridge Meadows 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

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 as 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 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 provider had a clear vision and values centred on person-centred care, dignity, independence, choice, rights and fulfilment. Staff understood these values and told us they treated people with kindness, respect and compassion, while supporting them to maintain their independence, wellbeing and individual choices. One member of staff told us, “We respect people and support their choices and try to help them to maintain their independence.” Staff comments reflected a shared commitment to providing care that respected people's rights and met their individual needs.

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. The registered manager was visible and actively involved in the service, providing practical support to both staff and people receiving care. Staff described the registered manager and deputy manager as understanding and supportive. Relatives also shared positive feedback about the management team. One relative told us, “[Registered manager] is very approachable and has always kept me updated on anything going on or any changes.” Another commented, “The home is very well run and the manager is very approachable.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us the registered manager maintained an open-door approach and that they felt confident sharing concerns or seeking advice when needed. Comments from staff included, “If we have any matters that brought concern regarding either residents, visitors or employees, I would have full confidence in reporting them to our registered manager, or deputy manager. I know they would listen before offering helpful advice and reassurance. They would then be competent to follow the correct routes depending on the situation we were presented with. I can say positively they hold the best interests for our residents at Stambridge.” Another member of staff said, “I would feel comfortable raising any concerns to the manager. I have found [registered manager] to be very supportive and understanding. [Registered manager] is calm, assertive and has the qualities that a good manager needs in a busy environment.”

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 registered manager understood their responsibilities under the Equality Act. The provider employed a diverse workforce and promoted fairness and inclusion through relevant policies and training. All staff had completed equality, diversity and inclusion training.

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 registered manager had a range of audits in place to monitor the quality and safety of the service. These included audits covering health and safety, infection prevention and control, care plans and other key areas of service delivery. At our previous assessment, the service was in breach due to a lack of robust governance systems. However, at this assessment, the service was no longer in breach. We reviewed records that demonstrated effective oversight by the management team. This included monitoring aspects of people's care, such as repositioning records, to ensure people were receiving care in line with their assessed needs.

The provider understood their duty to collaborate and work in partnership to help ensure services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff and leaders recognised the importance of working closely with people, their relatives, health and social care professionals and other organisations to ensure care was coordinated and met people's needs. The service maintained effective communication with relevant professionals and worked collaboratively with external agencies to support people's wellbeing and achieve positive outcomes.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative approaches to improve people’s experiences, outcomes and quality of life. They actively contributed to safe, effective practice and research.

Feedback from staff and relatives consistently highlighted the positive changes made since the registered manager took up their role. People described noticeable improvements in the quality of the service, the culture within the home and communication from the management team. The management team spoke to us about their ongoing commitment to improvement and had action plans in place to drive developments across the service. This included improvements to the environment and décor, enhancing opportunities and activities for people, supporting staff development through training and strengthening links with the local community. One member of staff told us, “There have been so many improvements since last year, it's like chalk and cheese. It's marvellous now, which benefits both us as staff and the residents.” Relatives shared similar views, with one commenting, “I have seen changes and it is much better now with the new manager.” Another relative told us, “There has been a vast improvement since the new manager took over. They have put so many changes in place and we can see how happy the staff are and how well they work together.”