Melton 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-centered 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 changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centered care.

This service scored 100 (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 management team demonstrated an exceptional approach to the culture, openness and transparency of the service.

Everyone, including staff and family members, indicated that there was a policy of open communication, and staff felt empowered to seek advice or raise any issues. In the event of incidents, the service was transparent and communicated the information to individuals, their families, and other stakeholders. It was evident the home had an open, inclusive and welcoming culture, where people using the service came first and their satisfaction was a priority. This supported staff to continually aspire to achieve good outcomes for people and led to high-quality care being delivered.

Every staff member we spoke with showed a passion for providing outstanding outcomes for the people they supported and were proud of the difference they made to people's lives. Feedback from staff, relatives and visiting professionals emphasised this was an extremely caring service. A staff member said, “I wouldn’t want to work anywhere else, the registered manager is back, and things will only get better. We take so much pride in making sure the people living at Melton House have great quality of life, we only want the best for everyone here.”

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.

An exceptionally driven and enthusiastic registered manager and senior management team were responsible for the management of the service. They supported individuals daily and worked alongside the staff team and led by example. This outstanding leadership created a culture of openness, trust, and respect, where people, families, and staff felt valued and empowered. The registered manager’s visible presence, personal knowledge of everyone in the home, and commitment to person-centred care ensured the service was not only well run but also a warm and welcoming place for all. A healthcare partner commented, “People couldn’t be better supported. People have said how glad they are the manager is back; nothing is a problem to (manager). They’re so approachable.”

The provider was exceptional at fostering a positive culture where people knew they could speak up, and their voice would be heard. Staff told us there was an open culture at the home. A culture had been created where staff were encouraged to share their thoughts, experiences and improvement ideas. The management team were skilled in supported staff to talk about their own well being when they needed to without fear of discrimination.

There were thorough processes in place to encourage staff to speak up and tell the provider and others if something was wrong. There were opportunities for staff to raise concerns anonymously and a range of supporting materials, such as policies and procedures were in place to help guide and support staff in this area. Feedback from all sources was gathered, actioned and used to drive improvements no matter how big or small. A culture had been created where every single person had a voice.

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. The service demonstrated a strong commitment to workforce equality, diversity, and inclusion, creating a supportive and welcoming environment for all staff.

The service promoted inclusion and celebrated diversity. Staff and people using the service had open discussions about LGBTQ+ topics to help developed their knowledge and understanding. The home celebrated equality, diversity and inclusion and recognised and participated in many events, such as Pride. Staff felt supported and included regardless of their background.

Team meetings were used not only for operational updates but also for team-building and open dialogue. Staff were encouraged to share concerns, reflect on their own and others’ strengths, and contribute to service development. This participatory approach empowered staff from all backgrounds to have a voice and take ownership of the home’s success.

The registered manager’s open-door policy and accessibility via phone and email ensured that all staff regardless of role, background, or personal circumstances felt heard and supported. This inclusive leadership style helped build trust and equity within the workforce. The registered manager had created a positive and supportive working environment, where staff felt valued, respected, and able to contribute fully to the life of people who used the service. As a result, people benefited from care provided by a confident, diverse, and a motivated team.

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 management team were eager to demonstrate the systems, mechanisms and processes in place that promoted and maintained effective governance, management and oversight of the service. A dashboard provided data and gave managers the ability to review everything from a governance perspective. For example, skin integrity, falls, accidents, weights, infections, medicines, any errors and staff data relating to training, new starters and leavers. We were fully assured that staff understood their roles and responsibilities and the management team could account for the actions, behaviors and performance of staff.

Leaders were open and honest with people living in the service and their relatives when things went wrong with their care and provided them with an apology. Any complaints were seen as a learning opportunity to improve the service, and we saw a robust response to one historical concern.

We were assured people received their care from a service that continually monitored standards and constantly looked at how improvements could be made. The governance and improvement agenda were firmly embedded into all areas to improve service provision.

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.

The service demonstrated an outstanding commitment to building meaningful partnerships and fostering a vibrant sense of community, both within the home and with the wider local area. People and their families felt welcomed and fully included, and the manager’s caring attitude was evident to anyone who visited the service. One healthcare partner said, “We have witnessed (manager) excellent relationship with the residents and families at Melton House, (manager) is extremely proactive with all external partners and has a unique insight into residents’ welfare and requirements. Nothing is ever left to chance; I found this rare given the size of the home.”

The service showed a remarkable dedication to creating deep connections and cultivating a lively sense of community, both inside the home and with the larger neighborhood. Even after a loved one passed away, people and their families felt accepted and involved. The service regularly hosted events within the home; residents and families enjoyed watching the horse racing from the rooftop garden which is adjacent to the racecourse. Staff and people took part in coffee mornings as well as welcoming a number of schools into the service for events such as religious holidays and summer fetes.

The exceptional approach to partnership working and community involvement created a supportive atmosphere where individuals could flourish, one family member told us, “We get involved where we can, there’s always something going on in the home. I love how people will come together and even residents who might not be as interactive when they first come in, you see the change in them and they join in the activities, it’s great to see.”

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. They actively contributed to safe, effective practice and research.

The service demonstrated an outstanding commitment to learning, continuous improvement, and innovation, ensuring people, families, and staff benefited from a dynamic and forward-thinking environment. Leaders empowered the team to be actively involved in developing the home, fostering a “whole home” approach where every department contributed to improvement, regardless of role.

The service maintained strong partnerships with healthcare professionals, holding regular meetings with the GP’s and advanced nurse practitioner to ensure timely and effective care. Relatives were encouraged to leave reviews, all of which were positive, reflecting the high standards and ongoing improvements.

Staff surveys showed 100% of staff agreed or strongly agreed that colleagues consistently treated everyone with dignity and respect.This outstanding approach to learning, improvement, and innovation ensured the service remained responsive, inclusive, and continually evolving, delivering the highest quality of care and support for people, families, and staff.