Moss View

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 this key question 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. There was a positive culture at the home. The provider clearly encouraged and promoted staff wellbeing and mostly listened to what people fed back about the service. We saw from looking at annual survey results, any low scores and been analysed and discussed with people during resident meetings. For example, some people had suggested having a tour of their old streets and places they grew up. These suggestions were implemented by the provider.

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. Everyone we spoke with knew who the registered manager was and said they were approachable. Comments included, “The staff communicate with us and the registered manager is approachable.” Also, “The newest manager is good, [manager] listens to me.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone we spoke with knew how to raise a concern if they felt they needed to. There were whistleblowing polices and procedures in place.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff from different backgrounds told us they felt well supported by other staff and the managers to feel included and part of the team. Some staff told us it was hard at first to understand ‘local humour’ but now they had a good understanding of people’s local dialect and slang words.

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. For example, all of the issues we raised during day 1 of our inspection had already been identified by an audit recently completed by the registered manager. The redecoration process was due to start in a few weeks, and there was a focus on transitioning from a paper-based system to an electronic one. The registered manager understood duty of candour and had notified CQC of all reportable incidents.

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. Staff worked in collaboration with the local schools and the church who often came to the home but also invited people to come and visit there. The provider supported local community-based groups such as singers and entertainers who frequently came to the home to perform.

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. The provider had listened and made positive changes to governance systems and records since our last inspection. They embraced learning from incidents, accidents and complaints by using their own internal systems and then implementing this in the delivery of care. The registered manager told us, “I want this to be a great home, and I never want to stop learning how to make that happen."