Millers Grange

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager told us about their values which included to be open, honest and approachable to people, their families and staff. Most staff spoke positively about working at the service and felt well supported in their roles. Staff told us, “I have been treated with respect and interest has been taken in how I am, it’s very professional but I also feel recognised.”

The provider 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.

The registered manager told us they felt supported in their role and spoke of an inclusive workforce.

Staff felt supported in their role and told us the registered manager was open and approachable. Staff we spoke with told us, “When I started in the role I had lots of help from staff, team leaders and management. I was pointed and guided on how to do things in different ways” and “I feel that [registered manager’s] door is open and communicate with [them] and communicate on an hourly basis.”

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

Staff felt confident to raise issues or concerns with the management team if needed and were confident action would be taken. One staff member told us, “We have an open environment where we can discuss any concerns we have” and “[registered manager] has definitely done a really good job on being open and happy to discuss any problems.”

Information about policies to support a culture of speaking up such as whistleblowing and complaints were shared with staff and available for staff to access.

The provider 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 provider had a range of policies and procedures on equality, diversity and inclusion. Staff were provided with training on this during their induction. Staff told us they felt supported by managers at the service and felt listened to by leaders.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider had governance and auditing processes to support quality monitoring of the service. However, audits had not identified the issues we found during inspection around mental capacity assessments and lack of guidance in PRN protocols.

Some people’s records were contradictory. For example, a person’s care plan indicated they remained in bed, later in the care plan it detailed how the person should be supported into the garden. Other people’s names were used in some documents within mental capacity assessments. We informed the registered manager who was responsive to our findings.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service was integrated in the community it was in and was considered a valued partner by others in the community. For example, the home held a ‘recharge and refuel’ drop in event for staff working in the emergency services.

People told us the home invited the public to take part in their events such as a friendship café and dog café.

The provider 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. They actively contributed to safe, effective practice and research.

The registered manager showed a commitment to continual learning and development within the service. For example, the provider had identified there had been delays in medication being delivered to the home. Additional medication stock checks were implemented to support staff to be proactive in contacting the pharmacy if medication had not been delivered.

Staff completed regular training to support them in their role and in delivering safe care. They felt confident to raise any concerns with management and to learn from any mistakes.