Mellor House

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 assessment we rated this key question good. At this assessment the rating has remained 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. The provider had a vision to be the best place for people with a learning disability to live happy and healthy lives. The registered manager followed the provider’s vision and values to ensure the people they supported had the choice and quality of life they were entitled to. A member of staff said, “We want to make sure we provide the care people need and want.” Another member of staff said, “We want people to have the best quality of life.” A relative said, “Mellor House feels like a proper home, not just a care home.”

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff felt support by the management team. One member of staff said, “We have a good team, all colleagues bring something individual to the team and the manager is very supportive.” The registered manager and senior team were visible within the service, leading by example and modelling inclusive behaviours. Staff were supported with regular meetings where they could discuss the running of the service and share any ideas.

The registered manager understood their responsibility under duty of candour and acted with honesty and integrity to report when things went wrong and investigated these. The provider had an internal reward system for staff called ‘You Rock’ to recognise and reward good practice. We saw a wall of praise for staff where they had made a difference to people’s lives whilst supporting them.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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. The registered manager had good oversight of the service and were supported in their role by the provider. Audits were in place to monitor all aspects of the service including people’s care needs, the environment and staffing performance. The model of care met the CQC guidance for ‘Right Support, Right Care, Right Culture.’

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.