Millcroft

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s changing needs were monitored through monthly reviews, daily huddle meetings, weekly clinics and monthly multi-disciplinary meetings.

Care plans reflected people’s preferences. For example, some people preferred to have a female carer to support them with their personal care. monthly, and send relatives a monthly overview of their family member's needs, where consent has been given or where people lack capacity, so they are fully involved in their loved one’s care”.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff supported people to access the health care support they needed. Weekly ward rounds were held with the nurse practitioner from the local GP surgeries. People had an annual review of their medicines and general health. The pharmacist reviewed anyone returning from hospital stays to ensure any changes to their medicines were made.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People received a ‘resident guide’ when they moved into the service. This contained information about the service, terms and conditions and any charges for additional services. The guide also contained information on how to make a complaint.

People’s communication needs were assessed prior to admission and care plans developed. Staff ensured people who required aids to assist with their communication, had these available and in working order.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

People we spoke with had not had the need to complain but told us they knew how to do this if they needed to. The provider had systems in place for people to give feedback. Some of these included monthly resident meetings, satisfaction surveys, comments box and the registered manager operated an open-door policy for people, their relatives and staff.

The registered manager told us, “Some people wanted to care about the planet and greener energy. Staff supported them to make some changes and introduced compost bins for food waste, battery saving boxes and water butts”.

The provider engaged with advocacy services where people had no family or anyone to support them to express their views and make decisions.

Staff and leaders made sure people could access the care, support and treatment they needed when they needed it. They understood the importance of ensuring people had access to suitable equipment and making referrals for additional support or assessments when people’s needs changed.

People told us they had access to care and treatment when they needed it. The environment was accessible for people with physical disabilities to move around safely. For example, corridors were wide and fitted with handrails and toilets and bathrooms were adapted with equipment. We saw people accessing all parts of the service including outside space.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Leaders and staff were alert to discrimination and inequality that could disadvantage people using the service and acted when needed. For example, the registered manager told us the challenges they were facing in supporting one person to follow their faith, despite this they were continuing to reach out to the community to find a solution.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

End of life care plans were in place for people who wished to have these.

Staff and leaders provided support to relatives when their loved one had come to the end of their life ensuring they were able to spend as much time with them as possible.

The registered manager told us, “When a resident passes away, we set up a remembrance spot, we have flowers, a candle and a condolences card, which can be written in by anyone. This card is then given to the family to show how much the resident was loved by all”. A memory tree had been set up where people and staff could spend time to remember people close to them who they had lost.