Roller Mill

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

This was the first assessment for this service. This key question was rated Good.

The service had established clear values, a defined strategy and an open culture where staff feel proud, valued and able to deliver high-quality care. Leaders were capable, approachable and possessed the necessary experience to manage the service effectively. Robust governance frameworks were sustained through the larger parent provider, ensuring thorough risk management, information governance and emergency planning.

However, leaders acknowledged that further collaborative work was required with external insurance stakeholders to optimise information gathering and reduce the chance of inappropriate referrals and delays for people needing higher-risk care.

We have not awarded this service a score for Well-led.

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

The service had a shared vision, strategy and culture.

The service had clearly defined values and a strategy that staff understood and applied within their daily work. Personnel expressed pride in working for the organisation and demonstrated a strong commitment to delivering high-quality, safe clinical care.

The service 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.

Leaders demonstrated a comprehensive understanding of the service and could clearly explain how administrative and clinical teams work together. Staff reported that managers were consistently visible, available and approachable for support or guidance.

The service fostered a positive culture where staff felt they could speak up and their voice would be heard.

The service provided structured channels for staff to give feedback. Managers sought to identify service strengths and implement operational improvements based on staff feedback.

The service 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 organisation operates a fair approach to workforce management, enabling staff to apply for flexible working arrangements. Most employees successfully utilised a blended working model and split their time between home and office working.

The service 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 act on the best information about risk, performance and outcomes and share this securely with others when appropriate.

The service benefitted from thorough governance and clinical oversight frameworks provided through its larger parent business. Roles and responsibilities were clearly defined, providing an effective balance between corporate leadership and clinical expertise. Team managers accessed comprehensive performance data, staffing metrics and patient care records to support their oversight duties.

Risk, operational performance and service challenges were discussed regularly during management meetings to implement improvements. The provider maintained clear business continuity plans for technology failures, including online portal breakdown. Staff had access to reliable technology and telephone systems, which supported clinical quality. Information governance systems were secure, ensuring the confidentiality of patient records.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Leaders engaged actively with external stakeholders, including private medical insurance clients. However, managers acknowledged that further work was needed to improve the information collected when a patient was referred. Refining this process would help reduce the number of patients accepted for treatment whose needs could not be met.

The service 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.

Managers and leaders monitored clinical outcomes systematically to identify opportunities for service development. Staff had regular opportunities to maintain their mandatory professional training and pursue specific clinical themes that benefit patients. To ensure long-term sustainability and manage surges in referrals, the service was actively seeking to recruit additional staff to manage increased patient demand.