The Moors Care Centre

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 inspection we rated this key question requires improvement. At this inspection 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.

At the last inspection the provider was in breach of the legal regulation in relation to governance. Improvements were found at this inspection and the provider was no longer in breach of this regulation.

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 registered manager was committed to providing responsive person-centred care and maintaining a culture that valued people as individuals. Staff we spoke with also demonstrated they shared the same values. They said, "I think it is well managed. I think [registered manager] does a good job." Another staff member said of their job, “It’s about making sure people are safe, happy and healthy, seeing people improve.”

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. Staff, and people who used the service, were very positive about the registered manager and the way the service was organised and run. One person said, “I think it is well managed from what we have experienced so far. Communication is very good.” A staff member said, “[Registered manager] supports staff really well, I couldn’t have asked for any more support, she’s approachable.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they had received training in whistleblowing and knew how to raise concerns with the registered manager and provider. Staff demonstrated an openness and said they encouraged people to speak up and share their views about the service. Staff members said, “We do annual surveys, families will also feedback, we welcome it as it is things to improve on” and “We encourage people to speak up, families are good at speaking up for them too which is good.”

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 told us they felt valued and supported and were complimentary about the responsiveness and flexibility of the registered manager. Staff said, “[Registered manager] has been amazing with me” and “[Registered manager] is really supportive and good at conflict resolution. She knows how to balance it.”

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 range of monitoring, oversight and support systems in place and had regular contact with the registered manager. The registered manager had good oversight and knowledge of the service.

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 health care professional told us the registered manager had a good understanding of when referrals to other health care professionals or services was required, and took appropriate action promptly.

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. A health care professional said of the registered manager was always willing to learn and improve and created a culture where staff were encouraged to do the same. Managers and staff understood the importance of seeking peoples feedback on the service and responding where action was needed. A staff member said, “We do resident of the day, ask how they feel, do they feel safe, do they feel involved in care, we go through meds, review their care plan etc.”