Abbey Care Village

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 – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. This is the first assessment for this service under the new provider. This key question has been rated 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.

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.

Staff were kind, caring and respectful. People and relatives gave positive feedback about the staff, commenting on them being welcoming and cheerful. One person told us, “The staff are all great.” Staff were compassionate and they had developed positive relationships with people, providing support in a way that was meaningful.

The registered manager and staff were open and welcoming to everyone, including visiting professionals. During the assessment the service provided gift packages for health professionals, in celebration of International Nurses Day.

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.

Staff respectfully supported people in a way that valued their individuality. One person told us, “We are all different and the staff seem to respect this.” People’s backgrounds and personal life histories were detailed in care records and used to inform care provision.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were encouraged to make their own choices and decisions. This included deciding when they wanted to get up, where they spent their time and what they wanted to do. Feedback included, “‘I can get up when I want, have a shower or wash and get dressed. The staff let me know what is happening activity wise and if I fancy joining in I can but otherwise I can spend time in my room doing what I want to do” and “[Staff] don’t make me do anything if I don’t want to.”

People were meaningfully engaged in activities they enjoyed. This included regular one to one and group activities, if people wished to participate. During the assessment we observed people and staff singing and dancing together enjoying an afternoon with an entertainer.

Staff supported people to be independent by encouraging them to do what they were able to do for themselves, for example, when mobilising or eating meals.

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.

Staff responded to people’s needs without delay. Staff didn’t rush people, demonstrating kindness and patience when providing support, for example, when assisting people to mobilise. They were proactive in identifying individual signs of distress and intervened to achieve positive outcomes for the person. Staff knew people well and respected their views and wishes.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

Staff consistently told us they were supported by the registered manager and their wellbeing at work was considered. Feedback included, “[The registered manager] is there for you, they are caring and supportive. I’m definitely supported” and “I can go to manager or deputy and I will get support.” In addition, the registered manager told us, “I check in with staff. We are a good close-knit team. We know each other well. I know when someone isn't their usual self. They know they can come and speak to me and do.”

The management team cared about staff wellbeing and the ability of the whole team to provide person-centred care that enhanced people’s quality of life. There was an employee of the month scheme in place, to recognise staff that had gone the extra mile in their role at work.