Moorville House

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 good.

At this assessment the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. The management team demonstrated an exceptional approach to the culture, openness and transparency of the service

Without exception people staff and relatives said there was an open-door policy, and staff were encouraged to ask for guidance or report any concerns. Where incidents occurred, the service was transparent and open with the details of the events. They explained matters to people, relatives and stakeholders.

It was evident the home had an open, inclusive and welcoming culture, where people using the service came first and their satisfaction was a priority. This supported staff to continually aspire to achieve good outcomes for people and led to high-quality care being delivered.

Every staff member we spoke with showed a passion for providing outstanding outcomes for the people they supported and were proud of the difference they made to people's lives. Feedback from staff, relatives and visiting professionals emphasised this was an extremely caring service.

The service had a homely, welcoming and calm atmosphere. Without exception people and relatives told us staff supported them to live meaningful lives. Staff attended daily handovers, to share communication about the day to day running of the service and any changes in people's needs. A staff member said, “It has a great family feel at Moorville House even as the company has grown over the years and I think that rubs off on both people and staff and makes it a place to provide great care and provide a really good service/home to the people.”

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 service was led by an extremely passionate, motivated registered manager and senior management team. They were passionate about enabling the people at Moorville House to live their best lives. They acted as role models for the whole staff team, working alongside them to support people on a daily basis. Their strong visibility allowed staff to raise any issues or concerns as they arose, which were addressed immediately for the benefit of the people living there. One staff member told us, “I really enjoy working at Moorville House, and I believe it is the best care job I’ve ever had. I find my work here very rewarding, especially as I’ve witnessed the progress of our service users over the past seven years. Some residents now do things they never would have imagined doing when I first started. Being part of their growth and achievements makes me feel proud and happy."

The provider was exceptional at fostering a positive culture where people knew they could speak up, and their voice would be heard.

Staff told us there was an open culture at the home. They said they felt encouraged to share their thoughts, experiences and improvement ideas. They said they were supported to talk about their own wellbeing when they needed to without fear of discrimination.

There were processes for staff to speak up and tell the provider and others if something was wrong. There were opportunities for staff to raise concerns anonymously. Feedback was gathered and action from feedback was taken to drive improvements. There were policies in place on whistleblowing and staff were aware of how to whistle blow should the need arise.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

Without exception staff felt respected, supported, and valued within all roles. Staff said they could raise any concerns without fear. They said the service continuously promoted equality and diversity in daily work and provided opportunities for development and career progression.

Staff were incredibly supportive of each other and worked collaboratively. The staff team displayed compassion, kindness, and empathy towards each other. One staff member commented, “I’ve been at Moorville coming up towards 10 years now and really enjoy working here. It’s a great service that provides great care to all residents and since starting here improvements are always being made. It has a great family feel at Moorville even as the company has grown over the years and I think that rubs off on both residents and staff and makes it a place to provide great care and provide a really good service/home to the residents.”

Staff had numerous opportunities to have input into the development of the home. They were able to share feedback during regular supervision meetings, staff meetings or directly with the registered manager on a one-to-one basis. Staff ideas had been acted upon and had led to improvements within the service. For example, one staff member shared how they noticed that a person struggled with sharing their space with others. They also discovered that the person loved gardening. As a result, the provider consulted with both the person and the staff member and redesigned the living space to create an individualised apartment with a private sensory garden.

The support staff offered to each other contributed to the staff team having a very positive morale. This led to a low turnover of staff which meant people were cared for by a consistent staff team who knew them very well.

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.

The provider had a fully integrated management structure that proactively monitored the quality of care provided to ensure care was of high quality. The provider had created a learning culture at the service which improved the care people received. The provider, registered manager and managers maximised opportunities to check on the culture and quality of the service provided to people. This included working alongside staff on shifts and supporting people to go out. This enabled them to directly obtain people's input on the care and support they received, to ensure people's preferences were fully met and their expectations exceeded, and to support staff by leading by example.

From speaking to the registered manager and the providers quality assurance leads, it was evident they were committed in ensuring, oversight and governance was well-embedded into the service.The leadership team understood their roles and regulatory responsibilities. The leadership were able to articulate how they continuously reviewed their governance and systems to further improve the good high-quality care that people received. Arrangements were in place to formally assess, review and monitor the quality of care provided at the home. This included regular audits of accidents and incidents, safeguarding, care plans and medicines. Any required actions were then taken by the provider. The management and staff structure provided clear lines of accountability and responsibility, which helped ensure staff at the right level made decisions about the day-to-day running of the service.

Record of incidents and behaviours were completed each time there was an incident, detailing what happened before, during and afterwards, who was there, and any action taken. Each month these were evaluated to look at any themes or trends and assessed to see if any further action needed to be taken.

The provider's policies and procedures were up to date and in line with best practice. They supported staff to deliver care which consistently met the regulatory requirements.

People's personal records were kept secured and confidential. Staff understood the need to respect people's privacy including information held about them in accordance with their human rights.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

People's relatives told us the registered manager and staff engaged extremely well with them. People's relatives were involved in the planning and review of their family member's care, where this was appropriate. Staff ensured people's families were informed of any developments in their care, where they had permission to do so. Staff balanced respecting people's privacy and confidentiality with maintaining open and honest relationships with people and their families.

The registered manager and staff team worked well with other external services to achieve positive outcomes for people. Comments from visiting professionals included,” Communicative staff, very organised, have a great in-depth relationship with service users - evident that they know the people well and have a good understanding of their specific needs.” Another said, “Great physical environment, staff motivated to work in a person-centred way, lots of activities for residents.”

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 provider was committed to constantly driving improvements and looked for innovative ways to refine practice. A high-quality robust governance framework ensured the service was regularly audited and checked to ensure consistency and the providers values and high standards were met. Action plans were used efficiently to address any concerns and to identify even better ways to deliver the service.

People, relatives, staff and professionals received feedback surveys, to enable them to raise concerns and suggestions. Records evidenced each of these were extremely happy with the service and continuous high satisfaction levels, a comment included, “Happy to know my [relative] is safe, he is liked, and they feel Moorville is their home. Appreciate good liaison with staff. Appreciate home is well looked after.”

The provider’s structured and proactive governance framework created an organisation where staff felt empowered and valued which lead to exceptional staff retention and performance, and delivery of safe, high-quality and personalised care to people.