Meade Close

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 remained requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance.

This service scored 57 (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 clearly defined values. It was anticipated, following the appointment of new managers, further opportunities to share and engage with staff would be embedded.

A new management structure had been introduced with the appointment of a manager and 2 deputy managers. It was anticipated this would provide more stability and better working practices. One staff member said, “Things are getting better and hopefully with new deputies and seniors’ things will run much smoother.” Whilst another staff member felt effective management support was not always provided, adding, “New management need to help and understand that it’s 24 hours 7 days a week and sometimes they need to come and help.” Feedback was also received from a healthcare professional, who said, “I am not sure how supported they [staff] feel by management at times when they have suggestions/highlight concerns.”

Records did not always show that staff were effectively engaged with and provided feedback during meetings, supervision, or when changes were made in the home. Senior managers recognised improvements were needed and demonstrated a willingness to address the action required so people received care and support that met their individual and complex needs.

The registered manager had recently left the service. Registered managers, like registered providers, are legally responsible for quality and safety. A new manager had recently been appointed. This was the third appointment since our last inspection in December 2023.

In addition, the team structure had been reviewed and further appointments made including 2 deputy managers and senior support staff. At the time of our visits managers were completing their induction programme. They were being supported by senior managers and managers from another of the provider’s services.. One manager said they had completed a thorough induction and received peer support. They were also working alongside care staff helping to build working relationships. They felt the team at Meade Close was “a good team, dedicated and very caring.”

Staff said changes within the team had been unsettling. Whilst they recognised the new management team would look to make changes within the service it was hoped time would be spent getting to know people and how they wished to be supported, as well as spending time getting to know the team.

People did not always feel they could speak up and that their voice would be heard.

Overall staff felt supported by members of the senior management team. They said they were confident is raising issues apart from those relating to a specific area of concern. It was acknowledged this had caused some tension within the team and was being addressed by senior management.

Staff were aware of the whistle-blowing procedure and knew how to report any concerns. Relevant policies and procedures were in place covering whistle-blowing and a confidential

Whistle-blowing helpline was also available to staff. Staff said they felt able to speak with senior managers if they had any 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 service had an equality and diversity policy, in relation to respecting and valuing difference, and promoting equality, diversity, and human rights. This was supported by relevant training for staff.

The provider did not have clear and effective systems to demonstrate good governance and on-going and sustained improvement.

The provider was carrying on a regulated activity without the appropriate registration and clinical oversight. CQC are following this up outside of this assessment and via the relevant processes.

Governance systems were in place to help monitor and review the service provided. Opportunities were also provided for people, stakeholders and staff to feedback on the service provided. Where areas of improvement had been identified the provider had implemented an action plan detailing action required. This reflected areas of improvement found during our inspection of the service.

It is acknowledged senior managers were liaising with the commissioner and landlord, Trafford Council, to address issues in relation to staffing and the environment.

An internal assessment had been undertaken by the providers quality team. This too identified action required to improve standards within the service. An action plan had been drawn up and was kept under review. The management team were to establish themselves in their role and responsibilities, so required actions were implemented and embedded improving outcomes for people.

The provider understood their duty to collaborate and work in partnership and collaborated with partners in areas for improvement.

The service worked in partnership with external organisations helping to achieve the best outcomes for people. Healthcare professional said they had worked closely with the team to address actions following safeguarding concerns. One healthcare professional told us, “I have no concerns with the care I see from my perspective, and I am very confident that all staff will seek support when needed.” Another spoke about meeting with the new management team to support the implementation of updated guidance to support people’s nutritional needs.

The management team were working with local authority commissioners and the safeguarding team to address issues within the service.

The provider was developing systems to ensure continuous learning, innovation and improvement across the organisation.

Management systems identified areas of learning and improvement. However, it was unclear how staff were effectively engaged to demonstrate learning or check understanding.

The provider was introducing new Artificial intelligence (AI) system to helpimprove learning, problem-solving, and decision-making.