The Glades at Moorville

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

People were at the heart of the service. The management team's primary focus was to develop people's skills and confidence and provide them with the tools needed to live more independently. This was evidenced in the many examples where people’s lives had significantly improved. People, relatives and staff told us the home was well run; the entire management team being open, approachable, and focused on supporting people and staff to achieve their potential. There were systems in place to monitor and improve the quality of the service. When there were problems, the registered manager dealt with them appropriately and worked to reduce the likelihood of recurrence. Staff were supported to be creative in the way they provided support for people and be actively involved in service development

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 good oversight to monitor the quality and safety of the service. There were processes in place so lessons were learnt and action taken to improve the service when needed. Staff had created a culture where people were at the heart of the service and involved in every aspect of their life and this was embedded into the ethos of the service.

The provider was passionate about improving people’s quality of life and it was clear staff shared this vision and were proud to work for the service. They told us, “I love my job, it is so rewarding" and “Our aim is to support people to move on and be more independent."

Good oversight by the provider meant they were alert to any poor practice that may affect the quality of people’s care and have a detrimental impact on staff. Our findings showed senior staff had the knowledge and/or experience to ensure people always experienced person-centred care.

The service had a positive culture that was person-centred, open, inclusive and empowering. Staff felt supported by the provider who was visible in the service. Staff said they felt respected and valued by senior staff which supported a positive and improvement-driven culture.

Staff told us they felt at ease to speak with the management team and felt listened to.

People and relatives spoken with told us they were invited to attend meetings or asked to fill in surveys. One relative said, “They send a survey by email. It’s on my list to do.” This showed the systems were in place to actively seek people's views. Relatives were aware of the service's complaints process. People felt they could express their views to staff if they had any concerns.

Staff felt respected, supported, and valued. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. They could raise any concerns without fear. One staff member said, “Working at The Glades they respect and value the differences, beliefs and preferences of individuals regardless of their background culture, ethnicity, gender orientation or religion.”

The provider took steps to ensure equality of opportunity and experience for the workforce within their place of work, and throughout their employment. Including ongoing review of policies and procedures to tackle discrimination and bias to achieve a fair culture for all.

There was a clear management and staffing structure and staff were aware of their roles and responsibilities, were motivated, and had confidence in the management team. There was significant emphasis on continuously improving the service. The staff team assessed the quality and safety of the service through real time audits via an electronic record system. This provided effective oversight of what was happening in the service. This meant concerns were responded to in a timely way and allowed reviews of care to be completed instantly. Audits included all aspects of care including health and safety checks, safe management of medicines and people's care records. The management team and staff considered information about the service's performance and how it could be used to make improvements. Records showed there were discussions around how to improve people's care following audits and surveys as well as comments from meetings. The provider was open and transparent and worked in partnership with other agencies.

Staff said strong working relationships had been developed amongst all managers and senior staff who showed a high level of experience and capability to deliver excellent care.

We received positive feedback from partners and stakeholders. They told us the service worked collaboratively with the and they had no concerns for peoples welfare.

People and relatives told us their lives had changed for the better since moving into The Glades. One family member told us, “Our relative is in a fantastic place now. The change in them is remarkable.”

Staff told us that a variety of health and social care professionals were involved in supporting people.

The Glades was transparent and collaborative with all relevant external stakeholders and agencies. It worked in partnership with key organisations and healthcare professionals to support care provision, service development and joined-up care. Records showed the provider also worked closely in partnership with the safeguarding team and multidisciplinary teams to support safe care provision. Advice was sought, and referrals were made in a timely manner which allowed continuity of care.

Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.