Melford Court Care Home

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 good. At this inspection 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 79 (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.

Staff interacted with people in a friendly, patient and respectful way, creating a supportive culture in which people felt well cared for. Managers and staff we spoke with shared a clear commitment to ensuring people remained at the centre of their care. We observed positive, engaging and person-centred interactions between staff and people, and feedback from people and their relatives reinforced what we saw.

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.

The provider demonstrated a shared direction and culture that was firmly grounded in transparency, equity, equality, human rights, diversity, inclusion and engagement. Staff feedback strongly reflected this, with many describing Melford Court as a supportive, safe and respectful place to work. One member of staff explained, “Working at Melford Court I feel supported. There have been times where I have needed support when going through a difficult time in my life and I couldn’t have asked for better support. I feel fully comfortable talking to managers and they have always made me feel appreciated and respected. Work at Melford Court is a safe space for me and I could not ask for kinder more compassionate management.” This demonstrated how the service’s culture was lived and experienced by the workforce.

The organisation’s shared culture was further illustrated through staff experiences of training, leadership visibility and day‑to‑day teamwork. Staff consistently described training as robust and well‑delivered, which reinforced the strong cultural foundation of safety, competence and confidence. As one staff member stated, “I feel that all the training is thorough and comprehensive. We recently had a fire at the end of a night shift and the whole process was really smooth and there was no panic as everyone had been trained in what they were doing. The staff on shift received praise and acknowledgment for their efficiency, not only from Melford Court management but from senior management as well.”

Leadership was consistently described as approachable and visible, with staff noting, “The management team at Melford Court is, in my opinion, approachable and visible. They will help in a situation where the staff are struggling and have a door open policy. I do feel that I can approach them with any issue.” This staff feedback highlighted a culture where leaders modelled openness, reassurance and accessibility.

A strong sense of a shared purpose was evident across the staff team. Employees described collaborative working and a collective commitment to delivering high‑quality care. One staff member said, “There is a low turnover of staff at Melford Court, and it really feels like a cohesive team. There is always room for improvement in any service, but I thoroughly enjoy my job, I feel that the care is excellent, I couldn’t work anywhere where the care was not good, all the staff work brilliantly together, including the housekeeping staff and the kitchen staff.” Staff also recognised the visibility and proactive engagement of senior leaders, sharing feedback such as, “The [registered] manager is always visible, she is very much involved in the nursing care of the residents and the staff development and training to deliver best care possible.” Another stated, “Melford Court is very well organised, and I am grateful for the development, training and support given to us the staff this includes lunch and beverages.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were whistleblowing policies in place and staff understood how to raise concerns if they needed to. Most staff we spoke with felt able to approach leaders with concerns and felt assured they would be dealt with swiftly and appropriately. One staff member told us, “Overall, I love my job, and the staff with whom I work. The home is amazing, and I think we are great at what we do.” Another staff member commented, “Yes, some management lead by example and are sometimes visible. I often feel they are too busy to speak when I visit the office, but this is only a few staff not all, but it creates a stressed atmosphere and can be unwelcoming.” However, overall staff told us they had job satisfaction and a strong sense of belonging within the service.

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 employed a diverse workforce. Staff told us the service had an inclusive approach and described a positive working environment where people felt respected and included. Staff said they felt listened to and that their views were valued in how the service was run. They spoke positively about a supportive culture that recognised individual differences and ensured appropriate adjustments were in place to help staff succeed in their roles.

The provider had clear policies to promote equality, diversity and inclusion, and staff had completed relevant training to support their understanding and application of these principles.

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.

There were robust systems and processes in place to ensure good governance within the service. For example, systems that tracked any incidents, including analysis of any emerging themes or trends, to promote safety and improvement within the service. Audits of the service were also regularly completed by the provider. However, there were some details in care plans which lacked detail, or were incorrect such as frequency of repositioning, which were not identified by leaders in the service. The registered manager took immediate action and was proactive in addressing any gaps.

The provider recognised the importance of collaboration and partnership working to ensure services were delivered seamlessly. Information and learning were shared with partner organisations to support continuous improvement. Staff worked effectively with external professionals and acted promptly to identify and escalate concerns.

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 was proactive in their approach and took part in a project with Care England and became the first care provider to trial a ‘Decaf Project’ designed to reduce the risk of people falling by minimising caffeine intake. The project is based on evidence that caffeine can increase urinary urgency and frequency, which may lead people to rush to the toilet and increase the likelihood of falls.

The provider supported continuous learning and development through effective governance arrangements. This included routinely gathering feedback from people and relatives and carrying out regular reviews of people’s individual needs and risks. There was clear evidence of learning from complaints, surveys, audits and other feedback. Where shortfalls were identified, action plans were developed and monitored to ensure improvements were made. Learning and areas for improvement were shared with staff through team meetings and handovers.