- Care home
Millers Grange
This care home is run by two companies: Care UK Community Partnerships Ltd and Care UK Care Services Limited. These two companies have a dual registration and are jointly responsible for the services at the home.
Assessment report published 8 January 2026
Contents
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
Caring – this means we looked for evidence that the provider involved people and treated themwith 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.
Kindness, compassion and dignity
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.
We observed staff and the registered manager treating people with kindness and observed they had a good rapport with people. Staff knocked before entering people’s rooms. A relative told us, “The [staff] who work here are amazing.”
Staff from all departments interacted with people positively, communicating with people in different ways. For example, one person had soft toys for comfort. This person wanted staff to engage with the soft toys which they did, this respected the person’s dignity.
Treating people as individuals
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.
The provider understood the importance of supporting people to achieve their goals and live fulfilling lives based on their individual interests and abilities. For one person it was important they had a purpose, the person was often supported by the maintenance manager to complete tasks throughout the home, such as leaf blowing.
Most people had a personalised box by the door to their room, the box contained things which were important to the person. Staff had completed the ‘kitwood flower’ for people, this provided guidance for staff on how to support people’s wellbeing.
Staff had received training in equality and diversity to emphasise the importance of treating people as unique individuals with different and diverse needs.
Independence, choice and control
The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
A team of activities staff took the lead on organising activities for people to enjoy. Activities provided were varied and included arts and crafts, games, visits from the local nursery children and exotic animal visits.
We observed staff offering people choice using people’s preferred communication methods. People were shown meal choices on plates, to help them choose what meal they would prefer at lunch time.
Responding to people’s immediate needs
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 aids and adaptations to support them such as sensor alarms in their rooms to alert staff to assist with monitoring people’s safety
We observed staff mostly responding to people in a timely way. People had call bells in their rooms to request assistance from staff. Where people could not use call bells, staff completed regular welfare checks.
Workforce wellbeing and enablement
The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.
The provider had a staff recognition scheme which enabled them to appreciate and celebrate the contributions of their staff. This allowed staff members to nominate colleagues for an award and promote a culture of appreciation and recognition.
The registered manager had recently introduced a monthly staff newsletter which included celebrating who had received the ‘going the extra mile’ award, and special mentions for staff being recognised for completing a college course and gaining a qualification. Staff said, “I couldn’t be much happier. When I started I was worried but it was a very good environment, everyone was very respectful and considerate of me.”