Streets Meadow

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.

This is the first assessment for this newly registered service. This key question has been rated Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

There was good oversight and monitoring of the service, which helped to drive improvement when necessary.

Healthcare professionals told us the home had; “Improved greatly since [registered manager name] has been a consistent manager”. The atmosphere in the home was described as being "Totally different, much improved and staff appear to be working as a team."

We were told staff morale was good and stable, hence the need for the robust handover between managers, and for ensuring stability and oversight moving forward.

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. A healthcare professional told us; "The majority of staff are absolutely amazing carers, very organised especially the staff who have worked at Streets Meadow for several years."

This service scored 64 (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.

Staff at all levels understood the shared vision of being transparent and proactive to support people to achieve their goals and keep them safe from avoidable harm. A member of staff told us; “I won't work for a company if I don't believe in their values.” There was an open and supportive culture which came from the management of the home.

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.

Without exception, everyone we spoke with described the registered manager as knowledgeable and effective in their leadership of Streets Meadow. Staff described the registered manager as being ‘supportive and approachable.’ 

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings. Staff consistently told us they were able to discuss their views and ideas within meetings or in person with anyone and worked together to drive improvement. Comments from staff included, “I feel able to raise concerns and have regular training. I have a supervision monthly, these are useful. If I see anything I’m not happy about I report it to my manager.” A relative told us; “I have attended relatives’ meetings, and I am vocal about my dad.”

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

Streets Meadow had policies and procedures in place to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

Staff knew how to raise concerns and access support. Staff told us; “I would speak up and yes, I think I would be listened to.” And “I would speak up if I thought for one minute anything to do with people wasn't right, I would speak up.”

There were clear procedures for regular team meetings. Staff consistently told us they felt able to discuss their concerns, views and ideas freely.

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.

Policies and procedures incorporated all aspects of recruitment and staffing and included retention plans, equality, diversity, fairness and protected characteristics. Support and reasonable adjustments were made for staff as and when needed.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Staff felt supported, attended regular meetings, and were kept fully updated with all aspects within the home. Staff were clear about their roles and responsibilities. There were clear systems of accountability that staff understood.

There was a clear audit programme and action taken where audits identified shortfalls. Risk assessments were in place to manage and mitigate risks to people. Staff described how the registered manager had oversight over people's current needs and risks to their health and safety.

We did not look at Partnerships and communities during this assessment. There is no previous rating for the Well-led key question so we cannot yet publish a score for this area.

The provider 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, effective practice and research.

The registered manager had a good understanding of how to make improvements happen. Their approach was consistent, collaborative and inclusive. There were processes to ensure that learning happened when things went wrong through reflective practice and collective problem-solving. A healthcare professional told us; "The majority of staff are absolutely amazing carers, very organised, especially the staff who have worked at Streets Meadow for several years." Another said regarding their working relationship with Streets Meadow "Totally different, much improved and staff appear to be working as a team."