Roller Mill

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

Clinicians had strong people skills and demonstrated a genuine desire to provide empathetic, complete and responsive care. However, the service did not routinely record patients' protected characteristics within care records. This lack of data limited the provider's ability to monitor and ensure its service is fully equitable and inclusive. While digital systems effectively shared information regarding patient rights, treatments and crisis support, the direct feedback from patients regarding their experiences was mixed. Staff felt supported, respected and valued by leaders.

We have not awarded this service a score for Caring.

Find out about when we will not publish a key question score and what we look at when we assess Caring.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues with kindness and respect.

Clinicians and managers demonstrated a commitment to understanding people’s individual circumstances and to improve their lives through short-term care. Staff recognised that delivering remote treatment required a strong interpersonal focus to ensure care did not feel professionally distant.

Clinicians explained assessments and options during appointments and provided written summaries to help people manage their conditions.

Patient feedback regarding their care was mixed. While most people spoke highly of the staff, a few expressed dissatisfaction with their experience.

The service 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. However, peoples’ protected characteristics were not always recorded.

Clinicians actively sought to deliver individualised care. Some staff members had completed additional training, such as assessing religious spirituality and transgender care.

However, the patient care records we reviewed did not consistently document protected characteristics, such as religion, ethnicity, sexuality, or marital status. This meant the provider cannot easily assess its performance or make changes to ensure good care and outcomes for all their patients.

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

The online portal automatically provided information regarding treatment options, privacy, patients' rights, crisis services and complaints processes.

The service offered flexible appointment times and staff accommodate specific cultural or religious needs, such as adapting schedules for patients observing Ramadan. Patients could choose between video or telephone appointments, select a preference for the gender of their clinician and whether to have a friend present for support.

Clinicians recorded whether patients consented to share information with their GP or employer. Interpreters and sign language facilitators were available for telephone consultations, though staff acknowledged these arrangements required additional time to arrange. If a patient’s needs suggested a face-to-face service is necessary, staff would decline the referral and suggest a safe transition to an appropriate service.

The service listened to and understood people’s needs, views and wishes.

Staff were equipped to manage immediate risks, such as a patient experiencing a mental health crisis during or outside of a scheduled appointment. Following every consultation, clinicians updated patient records and provided targeted information on how to access local crisis support if it was relevant to the individual’s care and treatment plan. The staff knew the actions to be taken if they became aware of any high risks to people.

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

Staff reported feeling respected, supported and valued by managers. They had access to occupational health services to support their own physical and emotional health needs. Managers were supervised and supported with performance and training reviews. Staff stated that their workloads were manageable and morale was high, with many employees having worked for the provider for several years.