Moorgate Croft

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 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 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 leadership team had a governance approach which improved standards and created a culture of continuous improvement, innovation and outstanding leadership. The registered manager told us they were passionate about the service and the support offered to people.

The provider had significantly invested in the leadership and oversight of the service to ensure people received the highest standards of care possible. This was evidenced by staff feeling supported and valued which led to people receiving care and support from compassionate and dedicated staff.

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 under a recognised accreditation scheme 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.

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.

People and their relatives were very positive in their feedback about the management of the service . One relative said, “ I have had a questionnaire. I am here quite often, and the manager is definitely approachable. It is lovely and pleasant here. Everybody I have dealt with can’t do enough to help. It is a home from home and [my family member] is never lonely.”

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. 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.

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 said they had regular meetings which gave them the opportunity to voice their opinions.

There was regular engagement with people and their representatives. People told us they had attended meetings. One person said, “Yes I have been to a meeting, and they act on things if you complain. They all do a good job. Relatives’ feedback included, “I have never had cause to complain. It is well run, and I would recommend it without hesitation. It is very special”, “It is well run and I am aware of the manager and she is approachable. She is often seen around, and is on top of things. I have had a questionnaire. I would recommend here” and, “I have not been to any meetings but if something was wrong I would go to the manager.”

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 had access to equality policies, which were kept under review. Equality and human rights were actively protected and promoted for staff and people using the service.

The management team were aware of people who were likely to experience inequality, and actively listened to make sure staff’s diversity was valued and respected. They made reasonable adjustments to ‘level the playing field’ for staff in relation to any protected characteristics they might have.

The staff team were alert to discrimination and inequality. They told us they were provided with training on equality, diversity and inclusion. This helped to raise awareness of people’s rights. Staff received regular supervision and appraisal and were supported to develop to their full potential. Regular staff group meetings and one-to-one meetings took place with staff and the provider told us staff were encouraged to raise any concerns they had, particularly in relation to equality and inclusion.

Staff told us they were encouraged to maintain a healthy work/life balance and the registered manager was supportive and flexible around their working arrangements to support their commitments outside of work.

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. Quality and compliance audits were completed in ‘real time’ to prevent waiting for periodic reviews. This showed issues were anticipated and prevented before they escalated. External audits were in place to enhance medication management and reduce risks.

We saw several instances that demonstrated very good governance and management oversight. For instance, in supporting complex admissions, promoting problem solving, very personalised care and rehabilitation, and measurable improvements in people’s health and wellbeing.

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.

Staff and leaders ensured people received holistic and seamless support which met their needs including engaging with groups and organisations in the local community in innovative and proactive ways to support people with their personal identity and interests. For instance, the team supported 1 person to stay connected with their lifelong passion for their local football club, arranging a visit from 2 of their players. Their visit was featured in the local press, and the experience inspired the person to once again, follow the team weekly. The team’s engagement with the wider community enabled the person to maintain a personal connection, preserving their identity and dignity.

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. We saw

evidence of strong external relationships that supported improvement and innovation resulting in very good outcomes for people.

The provider encouraged staff to become ‘champions’ in a range of areas, for the team. This included dignity, nutrition and hydration, end of life care, medicines, safeguarding and oral hygiene. Champions have the role of raising awareness and modelling and promoting good practice in their area of interest. This helped to keep the team up to date with, and aware of best practice.

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 constancy and ensure the providers values and high standards were met. Action plans were efficiently used to address any concerns and to identify even better ways to deliver the service. The provider told us that the increased leadership presence of the senior management team at Moorgate Croft had improved quality monitoring and given a proactive commitment to resolving concerns.