Meyrick Cottage

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 inspection we rated this key question good. At this inspection the rating has remained 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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.

Staff at all levels had a well-developed understanding of equality, diversity and human rights.

The service held regular management meetings and staff meetings. The daily handover meetings were detailed. Staff knew people well and spoke knowledgeably about the people they supported. Staff prioritised safe, high-quality, and compassionate care.

The service 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.

Staff told us they felt happy in their roles and supported by the registered manager. Comments included, “The registered manager will listen to my concerns and help”, “The registered manager is very friendly and helpful” and, “The registered manager is very approachable. The registered manager is here often.”

People and their relatives were complimentary about the culture in the service. A person said, “Managers are here, they do a lot for people.” A relative told us, “The management are very approachable in my experience.”

The registered manager was knowledgeable about issues and priorities for the quality of services and could access relevant support and development in their role.

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

People confirmed they knew how to raise their concerns and felt they would be listened to.

The provider had a safeguarding policy in place. Staff confirmed they knew about whistleblowing and understood the duty of candour and their responsibilities.  The duty of candour is a general duty to be open and transparent with people receiving care.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt happy and valued at work. Comments included, “The job is rewarding. I like the diversity of staff from different countries, cultures”, “I feel valued”, and “[The service] is good to all staff and residence and treats us the same.”

Staff confirmed reasonable adjustments were made that enabled them to carry out their roles well.

The service did not always have clear responsibilities, roles, systems of accountability or good governance.

There were occasions when the provider did not notify us without the delay and make all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. In response to our feedback the registered manager reviewed the processes in place and submitted notifications retrospectively.

The provider had audits in place to monitor the quality and safety of the service. These included health and safety audits, infection prevention, nutrition and hydration of people living at the service and more.

Staff spoke positively about the registered manager and told us they felt supported in their role.

A person told us, “The home is well managed.”

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Feedback about the care provided from people and their relatives was positive.

Health and social care professionals were complimentary about working with the service. A health and social care professional told us, “The management has been proactive and flexible.”

The provider understood their duty to collaborate, share information and work in partnership with health and social care partners.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe and effective practice.

Innovation was evident in the way the service personalised care. People had tablet computers which they used to communicate with staff and others.

The registered manager told us about the ways in which they were looking to improve the service. For example, the service had sustainability plan in place and worked towards reducing the impact of their activities on the environment.