Millcroft

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.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us staff were caring. Comments included, “Very kind, they [staff] do my legs. They also wash my back” and “They [staff] are lovely and nothing is too much trouble” Staff were kind, respectful and patient. We observed staff respecting people’s privacy by knocking on people’s doors and greeting people warmly.

Staff spoke with care and compassion about the people they supported and demonstrated a shared commitment to providing good 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.

Care staff understood people’s preferences and wishes. Care plan’s contained good information to support staff to ensure people’s needs and preferences were understood. There were detailed individual plans which gave a holistic picture of the person.

One person told us, “I play music and watch TV. I can be myself.”

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

People who had the capacity to choose, felt they had control over day-to-day choices. The provider and staff had built up good relationships with families, so they had a good understanding of what preferences people might like, even when they were unable to choose themselves. Care planning set out people’s preferences in terms of where they wanted to receive care, where possible. One person told us, “I do my own personal care. They [staff] support me as much as they can to be as independent as I can.”

The provider ensured staff responded promptly, in the moment, when people needed help. Staff listened to people views and wishes and acted on them.

When people changed their minds, for instance, choosing how they wanted to spend their time, staff were responsive to this. Staff were patient and helped people communicate their needs. Staff responded to people’s immediate needs. One person told us, “I fell outside and they called an ambulance for me.”

External professionals raised no concerns about the responsiveness of staff or leaders in terms of their oversight of people’s needs and how they responded to them. Staff made prompt referrals to healthcare professionals when required.

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

Staff felt well supported by leaders. One staff member said, “I am always supported here, they [management] listen and then act.”

The provider recognised and acted on the recruitment and retention challenges faced in social care. They did everything practicable to ensure the staff they employed understood the benefits and challenges of working in social care.

New staff received appropriate induction, supervision, training and support from experienced staff.