Moorfield 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 the last inspection we rated this key requires improvement. At this assessment the rating has changed to 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 provider and registered manager had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity, inclusion and ensuring this was reflected in the way staff worked with people and the local communities. The registered manager had adopted a forward-thinking approach to the delivery of care and with the team they constantly looked what improvements could be made. Staff consistently strived to ensure the service put people first. A staff member said, “I have worked at Moorfield for over 10 years. Moorfield has come along way since I started, and this is through the hard work of our manager, and the supporting management team.”

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. People, staff and external professionals were complimentary about how the registered manager ran the service and the improvements they had made. People felt they experienced a good quality of life. A staff member said, “The team here is fantastic, and I always feel well-supported in my role. I've found that risk is handled very effectively and safely, and any concerns or safeguarding issues I've had have always been addressed quickly and appropriately, which is reassuring. Our staff meetings are genuinely useful, and I feel like my input is valued when we discuss how things are working and where we can improve.”

The registered manager fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the registered manager and these would be listened to and acted upon. Staff felt their views and suggestions were actively taken on board. A staff member said, “The staff at Moorfield can always go to management without a worry whenever there is something they are not sure about and have any concerns which are always kept confidential and dealt with immediately.”

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and registered manager valued diversity and ensured they followed best practices guidance.

The provider had clear responsibilities, roles, systems of accountability and good governance. Since the last inspection they had strengthened them and redesigned the audits to ensure they picked up the full range of issues a service might face. They used these to manage and deliver good quality, sustainable care, treatment and support. Internal governance procedures were in place with a range of quality monitoring systems and audits. These generally had helped identify where actions were required and areas for improvement. However, these had not picked up issues such as a lack of hot lock, tea making facilities and the gaps in care records albeit these were addressed immediately when highlighted. The registered manager was supported in their governance procedures by a regional manager, who routinely visited the service, access to a quality team and the oversight of the provider.

Staff clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement. People reported they found the staff closely tailored their work to individual’s needs and had supported them to experience positive outcomes.

The provider and registered manager 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 encouraged creative ways of delivering equality of experience, outcome and quality of life for people. A relative said, “The team seem to have stabilised over the last year, and I know most of the team by name. [Registered manager] always asks at relative meetings for our thoughts on what improvements could be. They and staff always seem very caring, and everyone asks how my [person] is doing - from the kitchen team through to the nurses. I have no issues about my [person's] care and the team who look after them.”