Moorgate Hollow

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 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 89 (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 leadership team had a governance approach which improved standards and created a culture of continuous improvement, innovation and outstanding leadership. Managers and staff were supported by the leadership team to ensure they have a good approach to problem solving. The provider also had an external provider scrutinise their management style and outcomes to ensure best practice benchmarks guided continuous improvements. This had led to accreditation from the scheme, confirming external validation of the providers governance arrangements. Family members were complimentary about the provider. One person told us, “I can’t imagine anyone could give it any negative reviews. They are a team and it’s how it works; It’s like a big jigsaw with no hierarchy. It’s welcoming and it all feeds into a wonderful environment and atmosphere.” Another said, “[It is] very well organised. I have no qualms and everything seems to run smoothly.” We were able to see evidence of the impact of the provider’s shared direction and culture in the increased presence of the senior leadership team in the home which improved quality monitoring and enabled a proactive approach to issue resolution. The provider’s transparent governance model and ‘open-door’ leadership developed and supported a culture of accountability, engagement and continuous improvement. This was evident in our observations of staff engagement with people and the creative ideas that came from the staff team along with discussions with family members that resulted in the development of the ‘Well-being Suite’ and the Hollow Arms pub.

The provider had exceptionally 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 always did so with integrity, openness and honesty. The provider had invested in the governance of the service by expanding the leadership team to include a clinical director, quality director, 2 operations co-ordinators and an operations team. All members of the leadership team had specific roles including care practice oversight, ensuring best practice in nursing and complex care, real time monitoring of care planning records, ensuring proactive issue resolution before risks escalated and ensuring people experienced high standards of care. We received excellent feedback about the registered manager. A family member told us, “[The registered manager] knew [relative] would flourish at Moorgate Hollow. They made me and my [family members] feel confident. We got the family feel straight away. Everything [the registered manager] has done in the last two years is down to making sure the people are having a [good] quality of life. You can reach them at any time. [The registered manager] is an angel; I am so grateful to them and the staff. It’s a remarkable place.” Another person told us, “[The registered manager] is not a manager, they are an absolute angel. Everyone respects them, they are not a manager who is aloof, they are full on caring. They are so compassionate and caring; all the staff respect them. They are amazing, I’ve never met anyone like them, they are phenomenal.” We also heard from relatives about the leadership skills of the registered manager, “[The registered manager] is an excellent manager, they lead by example and the staff follow that [example]. They are respected by the staff. They are very active with everything and their door is always open. A lot of people could learn from them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Procedures were in place for staff to speak up if they had any concerns. Staff were aware of the whistleblowing procedure and there were regular meetings which gave them the opportunity to voice their opinions.

The provider valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they had regular contact with the management team and confirmed the service was free from any discrimination or harassment. Staff were supported to develop to their full potential.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The providers governance framework ensured staff and leaders were clear about the expectations of the provider and regulatory requirements were fully understood. The provider employed a quality assurance manager who audited all aspects of the service and looked for innovative ways to develop and improve. The provider and registered manager were fully aware of their legal responsibility to be open and honest when things went wrong. The registered manager was open and transparent about areas for improvement identified from incident and used them as opportunities to learn and develop. The management and leadership team completed quality and compliance audits were real time which showed issues were anticipated and prevented before they escalated. For example, enhanced medication management had been implemented, and risks had been reduced as a result of the external audit and review process. The registered manager was promoted from inside the service, having started their career as a care assistant in the service. This highlighted how the provider’s structured leadership development pathways created opportunities for progression, improved retention and ensured the registered manager had deep, hands-on experience in care delivery.

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. The provider collaborated closely with local and national stakeholders and partners to develop, review and evaluate the service to ensure it consistently met people's needs.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 that 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. The provider told us the increased leadership presence of the senior management team at Moorgate Hollow had improved quality monitoring and given a proactive commitment to resolving concerns. 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. We were able to see evidence and impact of families who were actively involved in shaping services such as the ‘Well-Being Suite’ and the provider demonstrated their approach quality improvement and learning was embedded into daily operations.