Millbrook House

The following is CQC's published account of its assessment, published 29 June 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 16 April 2026 to 27 April 2026. Millbrook House is a residential care home (not nursing) for up to 33 older people, some of whom have dementia. The building offers accommodation over three floors with lift access to each floor. People have access to communal lounge and dining area, several other seating areas a sunlounge and a large, fully accessible rear garden. At the time of this assessment 28 people were living at Millbrook House.

People lived in a safe, welcoming environment where they were supported by a consistent and familiar staff team who knew them well. This continuity of care helped ensure people felt understood, valued, and contributed to positive outcomes. The overall culture of the service was one of kindness, compassion, continuous improvement and personalised care. The registered manager had the skills, knowledge and credibility required to lead the service effectively. They demonstrated integrity, openness and honesty in their approach, which helped create a positive culture where staff felt supported and people received high‑quality care.

Care planning documentation contained clear and detailed guidance for staff and was continuously reviewed, either through the resident of the day process or in direct response to any changes in people’s needs. People’s needs were appropriately assessed, and staff worked in a positive and proactive way to ensure care remained current, safe and aligned with each person’s wishes.

We reviewed four people's care records and found consent/best interest and some recording of repositioning was inconsistent. This was actioned immediately by the registered manager.

People’s medicines were managed safely.

Staff had been recruited safely with all pre-employment checks completed prior to them starting. Staff retention was good, ensuring consistency for people.

The service had a registered manager who was well respected by staff and people. They were approachable, listened to suggestions and concerns and did not hesitate to support staff working directly with people.

The provider had a strong focus on continuous learning, and opportunities for improvement were actively sought. Lessons learnt from accidents and incidents were routinely identified, shared with staff and used to strengthen practice. Feedback was sought from people regularly and actions were taken to improve the service for people.

People were encouraged and actively supported to live healthier lives. People were supported to remain as independent as possible and were encouraged to take positive risks that helped them achieve their goals and aspirations. Examples of this included support to improve mobility, access the community and engage in meaningful activities that enhanced wellbeing and quality of life.

The provider had built strong connections within the local community, focusing on offering support, sharing knowledge and reducing the risk of isolation. They had developed a comprehensive activities schedule which encouraged meaningful involvement and community engagement. During the inspection, we observed activities were well attended, demonstrating their relevance and the positive impact they had on people’s wellbeing.