Moorlands Care Home

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 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 75 (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.

The provider had appointed a relatively new management team who were in the process of cultivating a positive culture amongst the team. The staff had felt this impact and spoke positively about the changes the new management had made. Staff said, “With change the home has become a nice place to work. I feel it has brought the team closer together and we support each other and the residents all are happy and looked after.”

The new home manager said their initial strategy was to “improve the quality of care provided and make good practice a standard” and this was evident throughout the inspection and feedback from staff.

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.

Since the last inspection the home had a new manager and a new senior leadership team who were present and visible regularly within the home.

Staff spoke positively about management saying, “Over the past few months, I have seen a significant and positive transformation at Moorlands. Improvements are visible across all departments. Moorlands is a beautiful home, and the recent leadership has led to a noticeable uplift in morale and overall performance.”

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

The provider had a freedom to speak up and whistleblowing policy in place. Staff all felt confident to report concerns to management and trusted they would be listened to. Staff said, “I feel very comfortable raising concerns with the manager. It is clear that they take every issue seriously and responds quickly and appropriately.”

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. Staff felt the new management had improved the culture and support at the home. Staff said, “While regular supervisions weren’t always consistent in the past, over the last few months I have been receiving them regularly. I now feel truly supported and confident in asking for help or guidance when needed.”

Staff had been asked to complete a survey, the results were analysed and suggestions were taken on board. For example, staff had requested additional training, and this was provided in a timely manner.

An employee of the month scheme was in place, recognising and rewarding staff contributions.

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 manager completed a range of audits that covered all areas of the home to monitor the quality of the service provided and the safety of the environment. Any actions that were identified were delegated and date noted when completed.

Quality assurance checks were also regularly carried out such as mystery shopper, out of hours visits and a monthly provider visit report.

Senior management were visible and present in the home on a regular basis to support the newly appointed home manager.

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

A healthcare professional who worked closely with the home told us, “It is still early days for the new management, and [named manager] has been happy to meet with me to discuss any issues and appears willing to make changes.”

The home ensured they built and maintained a relationship with the local community by actively supporting people to attend coffee mornings and the local church. They also organised a car boot sale on the grounds involving people, their families, staff and local people.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider had a service improvement plan in place documenting identified areas for improvement, who was responsible for completing these and when. Suggestions for improvement by people living at the home and by staff were listened to and acted upon. For example, people had asked for an accessible patio, and this was installed in a timely manner.

The whole management team was focused on learning and improvement. They were responsive to all feedback given on the day of inspection and acted on it immediately. Learning was shared across the providers homes at regular manager meetings.