Abbey Care Village

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. This is the first assessment for this service under the new provider. This key question has been rated 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 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 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 provider, registered manager and staff had a shared focus on delivering good quality, person centred care to people, whilst providing a welcoming and homely atmosphere. The whole team sought to positively impact people’s lives. Staff valued their role in supporting people and spoke positively about doing so. Feedback included, “I like to be involved with people and making a difference. I love the residents” and “I just love working with the residents and making a difference to their day, helping them, supporting them and building relationships with them. It's nice.”

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 was skilled and knowledgeable. They showed passion for their role and cared about people, relatives and staff. The registered manager told us, “I want people to be happy looked after and safe, to live their life and not just have an existence.” People and relatives knew who the registered manager was and felt they were approachable. Staff felt supported personally and professionally. They gave positive feedback about the leadership team and registered manager. Comments included, “I feel heard and supported in all forms. The leadership is good. The managers each bring something to the table. They are all good in their own ways” and “The registered manager is lovely, there for you, caring and supportive.”

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

People and relatives felt that the registered manager was approachable and told us should they have a concern this would be dealt with professionally. There were ongoing opportunities at the service to give feedback and make suggestions.

Staff told us they felt confident in raising concerns and that these would be listened to and acted upon. One staff member told us, “If I have a problem, anything, I can speak to [the management team] in confidence. They keep confidentiality and privacy.”

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 employed a diverse workforce from varying backgrounds and cultures. Staff consistently told us they were treated equally and fairly at work. Feedback included, “I can confidently say I have always been treated equally and fairly” and “Yes I am treated very, very fairly.”

The provider supported flexible working when it was needed.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager maintained robust oversight of the service. Quality assurance systems and processes were operated effectively to ensure monitoring and drive service improvement. Where gaps were identified during the assessment process the provider and registered manager took prompt action to address this and improved processes to prevent reoccurrence.

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 registered manager collaborated closely with partner agencies, such as the local authority and CQC, to ensure safe care, sharing information promptly whenever necessary. The provider welcomed feedback from partners, using this to inform continuous service improvement.

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.

There was an embedded culture of learning at the service. Lessons learnt were appropriately identified and shared amongst the team to support improvement and positively impact people’s experiences.