Meadows Court Care Home

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• 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

Significant improvements had been made to management and governance arrangements since the last inspection. Management and the provider were now clear about their roles and responsibilities and the new registered manager in post had implemented improved processes and practices. Regular, effective audits and checks of many aspects of the service were now being completed, which meant that appropriate standards of quality and safety were being maintained. The provider was now more involved in the service and had effective oversight of the care and support being provided. This meant any areas that needed improvement could be identified and addressed quickly. Staff were on board with the changes being made and were aware of the further improvements planned. Their suggestions and concerns were listened to. The service worked well with partnership agencies to ensure people received any additional support they needed.

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.

Staff understood the culture and values of the provider and management team. They were aware of the improvements that had been made since the last inspection and the further planned changes. A staff member told us, “We all talk about (values) at staff meetings and the manager has let us know what we plan to do moving forward. We are going to have a good look at the home and see what else needs to be updated and get information from the residents about what they would like to change or what they want.”

There was an improvement plan in place with the local authority and evidence was seen of improvements that had been achieved since the last inspection.

Staff found management and the provider approachable and felt well supported by them. A staff member told us, “I think we have more support now. (Provider) is there every week and is very approachable.”

We found evidence that leadership had improved since the last inspection. The new registered manager and the provider had implemented improved processes and the provider was now actively involved in the oversight of the service.

Staff told us they felt able to speak up, raise any concerns and make suggestions for improvement. They felt listened to and told us their suggestions had been acted upon. A staff member commented, “I have gone to them (management) if I have needed something, and they have always listened to me.”

The provider had processes to enable staff to speak up and raise any concerns, including a suggestions box and regular staff meetings. Staff concerns were taken seriously, and their suggestions sometimes implemented.

Staff were aware of the importance of understanding people's diverse needs, so they could support them well. Staff members were improving their knowledge and understanding of each other's diverse backgrounds, which was improving how they worked together. People and relatives were happy with the staff team.

The provider's processes ensured that the ethnicity of staff working at the service generally reflected the backgrounds of people living there. Staff felt fairly treated and valued in their roles.

Staff were aware of the improvements that had been made since the last inspection. They knew the provider and told us they had regular contact with them.

A new registered manager had started at the service since the last inspection and had implemented a number of improved processes. Governance arrangements had improved significantly. There were effective audits in place, with clear processes for monitoring the progress of any required improvements. An improvement plan was in place with the local authority, and we saw evidence of progress being made. The provider's oversight of and involvement with the service had also improved and was effective.

People and relatives told us that specialist support from partnership agencies, such as GPs, community nurses and chiropodists, was arranged when needed.

Staff and management worked closely with partner agencies, such as health professionals, to ensure people received any additional support needed to meet their needs.

A community professional told us staff always contacted them quickly when additional support was needed, they followed any advice given and were open and transparent.

The service worked in partnership with community agencies. We saw evidence of referrals being made when people needed specialist support to meet their needs. An improvement plan was in place with the local authority, and we saw evidence that improvements were being made.

Staff and management told us there had been significant improvements at the service since the last inspection. Management advised us of further planned improvements, such as increasing staff safeguarding knowledge and awareness by introducing safeguarding champions and improving staff understanding of person-centred care.

We saw evidence of improvements made since the last inspection and noted the improvement plan in place with the local authority, which further evidenced improvements made. We saw examples of innovative practice, such as people taking part in staff training and being involved in interviewing potential new staff as part of the recruitment process.