Meridian Health and Social Care - Manchester North

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

We received some very positive feedback from people and their families. They told us, “I am treated well by everyone who comes, the [staff] are so caring” and “[Staff] treats me with dignity and respect at all times, [staff] is so kind and really cares. We have a wonderful relationship.”

Staff understood the importance of treating people with dignity and respect. They provided examples and demonstrated their understanding during telephone interviews with inspectors. They told us, "I Work hard because I like my job and want to help people, not just for money. Some people don't see their family, so we are their family."

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People and their families provided positive feedback. They told us, “I would recommend the service if I was ever asked as it provides the care and treats people as an individual” and “The [staff] are so friendly, and I have my regular carer that knows me so well.”

The level of detail in care plans had improved since the last assessment. They included information about people’s personal, cultural, social and religious needs. They identified what was important to people and how to support them where possible.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff were trained to promote people’s independence and were able to give examples of how they do this when we spoke with them.

People and their families were positive about the support provided to encourage independence. They told us, “The [staff] do what I ask them to. I do as much as I can for myself, I like to be independent and I didn’t want any help but the [staff] are all so very nice it has made it easier to get used to having people in the house” and “They have really helped [relative] maintain their independence…they listen to us and try to provide the care [relative] needs.”

Care plans did promote people’s independence by highlighting what part of each task they could do themselves. This needed to be more consistent and could be improved with more detail.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff were responsive to people’s needs. They told us, “My main carer pays attention to detail, like my skin and [staff] will move objects that I could trip over” and “When there has been any decline in my [relatives] condition the care plan has been reviewed.”

Care plans had improved since the last assessment. There was enough detail and guidance to support staff to respond well to people’s needs. The evidence we reviewed also demonstrated staff shared any concerns promptly with relevant staff in the office and other health professionals.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

There had been a marked improvement since the last assessment. Staff were now very positive about the support they received. They felt valued and said the support was good. The registered manager received a lot of praise. Staff told us, “[Registered manager] is fantastic, communicable, approachable to tell things to. Even if [registered manager] can't fix it you feel understood and listened to. [Registered manager] has made a lot of changes for the better. [Registered manager] is clear and compassionate and really understands the job” and "Before the management was very poor. The [registered manager] is very professional and responsive. [Registered manager] will speak with people when they get things wrong. Very helpful and a nice environment".

One staff member told us their sickness levels had improved as a result of improved support. They said, “I have had no sickness since the changes, I had sickness last time we were inspected. I look forward to work now. There has been a transformation.”

Staff were supported when they required flexibility. They told us, “[Registered manager] is very fair. When I needed time off while my [relative] was ill and I was caring for [relative] [registered manager] made sure I had what I needed" and “They have listened to me when I told them I was pregnant and have adjusted my work.”