Meridian Health and Social Care - Manchester North

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 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.

At the last assessment in 2025, areas of improvement were identified, and an action plan was implemented to address these concerns. The provider had responded positively and proactively and there had been a marked improvement. This was reflected in the feedback we received from people, families and staff. There was an open culture and people felt listened to.

The Statement of Purpose, the Mission Statement and the Service User Guide, record the aims and objectives of the organisation and what people could expect from the service.

Policies and procedures along with staff training were provided to guide staff in equality, diversity and human rights, helping to promote good standards of care.

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 provider had made the necessary changes in response to the last assessment in 2025. The registered manager had the skills, knowledge, experience and credibility to lead effectively, and they did this with integrity, openness and honesty. Staff told us, “They have changed massively. It is more organised, it is running smoothly. Roles are clearer, communication is much better now between the office staff and the carers. [Registered manager] is great, [Registered manager] is a good leader and a good manager” and “Yes, [registered manager] is a good manager. [Registered manager] lets us do our work and reminds us, he keep on top of things. It is nice to have the support.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us there was an open culture and they were encouraged to raise concerns. Office staff were available during office hours and there was an on-call system out of hours.

Staff were provided with training and handbooks, which outlined relevant policies and procedures and what was expected of staff working for the service. Information provided outlined the whistleblowing procedure and guided staff on what they should do if they needed to report information or concerns. Staff told us they were confident about raising issues or 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.

The induction process and training outlined expectations of staff as well as their employment rights including support around staff well-being and flexible working arrangements. Information included the ‘equality, diversity, and inclusion policy’ which promoted equal opportunities for staff and how their protected characteristics would be considered and respected. Staff who were employed on a sponsorship basis also had access to a support network of peers.

Where possible for the business, the provider looked to plan rotas flexibly, considering staff’s reasonable adjustments, access to transport, and the service user groups they preferred to support. One staff member noted the positive impact this had on people and staff alike. They stated, “We have more regular clients; they are much happier with consistency. People views and preferences are considered in planning."

There were a range of appropriate policies and support systems including an employee wellbeing scheme in place to support staff.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality care, treatment and support.

Significant improvement had been made since the last assessment and governance processes were in place to support this work. Care plans were now up to date and visit schedules were being managed more effectively and safely. The provider was completing four‑monthly audits and the registered manager also completed regular care plan and medication audits. The electronic medication administration records provided real‑time alerts, meaning any errors could be spotted and addressed promptly. The registered manager also tracked people’s call times and punctuality.

The management team had a good understanding of people’s needs within the service, and people and staff told us the communication was good. People felt listened to and the feedback about the care provided was overwhelmingly positive.

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.

The provider ensured appropriate referrals were made to external health and social care professionals.

The provider worked collaboratively with the local authority to help drive improvements within the service. Regular meetings had taken place, where progress with planned actions had been reviewed.

The provider focused on learning and improvement across the organisation.

Staff were encouraged to share their views in supervision and meetings. They told us, “Yes, we are asked about what works better” and “Since the new manager has been here he involves us, it is a team decision.”

The provider also shared learning between branches. The director and three regional managers had regular meetings. All learning was disseminated to staff through weekly communications, supervisions, and team meetings. In addition, the Registered Manager sent out important daily communications and reminders to staff phones.