Millbrook House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

We received overwhelming positive feedback regarding the care and support people received at Millbrook House. Comments made included “The care the residents have is excellent and every detail of their care is looked at from how food is presented to room temperature and residents wishes are always acted upon swiftly.” And “The residents are always very well look after and their needs are met very quickly and thoroughly. You can see the time has been spent on their care by people’s appearance.” Staff told us, “Our role is to care and encourage residents to live as full a life as possible”.

People and their relatives were complimentary about staff and described them as being, ‘Very efficient, professional, lovely, kind, and welcoming/friendly’. Relatives told us the staff created a “Calm, homely atmosphere”.

In response to requests for gift cards and stationery, the provider arranged a ‘pop up shop’ to visit. This occurred during our inspection and was very well attended by people. Comments made included “They have a pop up shop today which I wanted to go to as I can’t get out like I used to and I need some more cards.”

We observed staff being compassionate in their approach, whether using gentle hand holding to tactfully guide people in a way that promoted reassurance and maintained dignity. Staff knew people very well, and this helped them to recognise ‘cues’ quickly and intervened before someone became anxious. Staff consistently treated people with kindness and respect, honouring people’s wishes while offering gentle encouragement and support.

This culture of genuine care was embedded across the whole team, not just among care staff. For example, we saw a domestic staff member showing someone around the home when a person living there appeared unsure of their surroundings. The staff member gently linked arms with the person, engaged them in friendly conversation and walked with them to where they were trying to go. This discreet support ensured the person did not become lost and protected their dignity, as it was not highlighted that they were struggling to find their way.

Leaders actively promoted dignity and kindness by being visible and approachable throughout the home, listening to feedback from people, relatives and staff. This reinforced a culture of openness and care.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff worked closely with other services and professionals to ensure people received holistic support which met their individual needs. Professional advice was followed to ensure continuity of care for people.

People were encouraged to get involved and provide feedback on decisions such as menu planning, décor, recruitment processes and which activities they would like to do and any improvements they would like to see at the service.People and relatives took part in regular meetings facilitated by the service. People told us they attended meetings and were informed about events affecting how the home is run.

The provider maintained a strong and positive relationship with the local church, with monthly ‘Songs of Praise’ sessions for people to attend. The registered manager demonstrated a strong passion for ensuring people felt comfortable, valued and that their personalities were celebrated. They described the importance of always listening to people and creating an environment where individuals felt truly at home. The registered manager told us, “I listen to them [people], it’s important to make sure they feel they are listened to.” The provider told us, “Everything we do is for them [people].” This approach helped promote a positive culture where people felt respected, heard and supported as individuals.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were encouraged to take part in meaningful activities and be active members of the home and local community. Staff supported people to engage in tasks that reflected their interests, routines and sense of purpose.A relative told us, “The activities staff ask all residents if they want to join in activities daily and give them a choice depending on their interests.”

People participate in local community events such as dementia cafés, short mat bowls, and village hall coffee mornings. Links have been made with people living in the village, one person visits fortnightly to play the piano following a resident forum request. And the provider had developed positive interactions with the local private school, where students have visited the home and engaged in activities alongside people which was well received.

People and relatives were very positive about the food and there was a strong emphasis on people receiving a good dining experience. At lunchtime we observed that people were consistently offered choice in a way that supported their independence and preferences. People were offered a range of soft drinks, including different flavours of fruit squash, and were asked if they would like some red, rose or white wine to accompany their meal.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People had access to a range of aids and adaptations to obtain staff support when they needed. Such as sensor alarms were fitted in some people’s rooms to alert staff if assistance was needed, helping staff monitor people safely. Call bells were also available in people’s rooms, and communal areas. The registered manager completed regular audits of response times to call bells to monitor and investigated where response times were longer than expected.

Staff told us they were able to recognise when people needed help with physical or mental health concerns, and they contacted health and social care professionals when required.The electronic care planning system was used to record all communication with health and social care professionals. This meant all information was kept centrally and was accessible to staff.

People and their relatives told us overall communication with the provider was effective, and they felt informed and actively involved in decisions about care. Records showed that staff supported people’s needs and responded appropriately.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff consistently spoke highly of the support they received from the registered manager. Comments included, “Management responded to any questions I have straight away and are open and friendly.I am aware of whistleblower policy if concerns were not being dealt with.” And “Staff morale seems to be very high and it’s a lovely place to work. Everyone is very supportive of each other and helpful I haven’t heard any staff gossiping or moaning at all since I’ve been there. I feel valued as an employee and management always have time to talk to me if I need help or advice.”

One staff member told us their work pattern had been adjusted to allow more frequent days off, helping to prevent them from feeling overwhelmed. This demonstrated the registered manager took proactive steps to support staff wellbeing and responded flexibly to individual needs. It also showed a caring and supportive culture where staff felt valued and able to discuss their concerns.

Clear processes were in place to support staff with their mental and emotional health, and staff told us they had felt valued and listened to. Staff wellbeing was promoted through monthly recognition initiatives, celebrating Birthday’s and special occasions and staff had access to an Employee Assistance Programmes and occupational health support. Staff arranged a celebration of their culture event, sharing music, foods and costumes associated with The Philippines. This brought families and people together with staff and supported inclusion and social connection. Records described people were ‘smiling, laughing, dancing, or interacting during the event.’