The Abbeys

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

There were a range of audits in place that were designed to assess, monitor and improve the quality and the safety of the service. The culture of the service was open, honest and positive. The management team came across as committed and competent. The service created a positive culture where people felt they could speak up and that their voice would be heard. Staff valued and acted upon people’s views and people received individualised care based on respect and inclusivity.

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.

The service had a culture that was open, honest and positive. A new management team were in place and they had a clear vision of the culture they wanted to promote and plans for improvements they wanted to consolidate.

Staff told us the management team were fair and approachable.

The management team came across as committed and competent.

We saw evidence of lots of effort to promote a caring, person-centred culture in the service, including a recent Oscars night, celebrating people's strengths and skills.

There had been a recent awards night where people’s strengths and skills were recognised and celebrated.

The service had a whistleblowing policy in place that set out the values, principles and procedures underpinning the service’s approach to whistleblowing. The service understood “whistleblowing” to refer to actions taken by employees to raise concerns about alleged, suspected or observed malpractice, assessed, identified or perceived risks e.g. to the safety of service users or unethical conduct or possible illegal acts.

It is evident the provider and management team value diversity in their workforce and work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff felt included and valued by the leadership and management team.

The management team confirmed there was a business continuity plan in place. The service carried out a series of regular environmental checks to ensure that equipment and services were safe.

There were a range of audits in place that were designed to assess, monitor and improve the quality and the safety of the service. Overall, the provider governance systems were effective. There were some areas of improvement we found on our inspection that had not been identified by these audits. For example, medicines audits had not identified some of the medicines issues identified on the day of inspection. The management team were responsive to these issues when they were highlighted to them and they took immediate action.

Staff supported people to engage in trips and activities in the community. People were supported to have visits from relatives and family members. The activities co-ordinator explained that they had a glass electronic table which was really good. The used it to look at Google maps and it really brought the residents out to join in because they can show where they live and places they have been. One person was really shy and anxious and this resource was used to show her where she had lived in the past and now she is confident to join in other activities.

People told us they are supported to maintain good contact with family members who live far away from the home or overseas. People told us about some of the activities they have been involved in, “The best thing is when the singer comes and I sing with them.” and “There are trips to the theatre. Family members told us about the management team and the meetings they attend, “The service is well run and the manager and the deputy are lovely. I go to the meetings when I can and they do act on things.”

We spoke with a visiting healthcare professional who make regular visits providing support to care homes in the area. They confirmed that staff supported visits for people appropriately and they had no concerns about the service.

The service shared information and learning with partners and collaborated with them to make improvements.

Regular management walkarounds took place. Observations and assessments of staff practice were recorded.

The service had staff champions in place to promote good practice in a range of areas.