During an assessment under our new approach
The assessment was carried out between 18 February 2026 – 11 March 2026. We undertook 3 visits to the service on 18 February, 25 February 2026 and 4 March 2026.
Abbeyfield House is a residential care home providing accommodation and personal care for up to 25 older people, some of whom are living with a dementia related condition. At the time of our assessment, there were 22 people living at the home.
Since our previous inspection, the registered provider for the service had changed. The assessment was completed to provide a first Care Quality Commission (CQC) rating following their registration on 1 November 2024. Staff told us the provider change had been positive, with increased support and opportunities to share good practice.
The provider was exceptional at involving people in their care and treating them with compassion, respect and warmth. People’s daily routines were highly personalised and staff used what they knew about each person’s history, interests and faith to shape support, activities and wellbeing. Staff used creative approaches to dementia care, such as supporting people to maintain meaningful routines and hobbies, which helped people feel secure and valued. There was a full programme of activities and community links that helped people stay involved and maintain their identity, including regular church services, school visits, veterans’ events and personalised daily routines.
Systems for end-of-life care were particularly strong, with structured use of the Gold Standards Framework. Regular multidisciplinary discussions and reflective learning were completed, so people and their families received exceptionally thoughtful, well-planned‑ care at this stage of life.
Many staff had worked at the service for a number of years. This stability supported continuity, close knowledge of people’s needs, routines and preferences. A health and social care professional told us, “Many of the staff there have worked there a while which in itself shows this is a good place to work but also ensure consistency and safety for people and reassurance to families.”
Staff received the training, supervision and appraisal needed to carry out their roles effectively. Where learning needs were identified, such as supporting people with distressed behaviours or ensuring knowledge of diet levels and thickeners, management took prompt action to address them.
There were enough staff deployed to meet people’s needs. We observed staff supporting people in a calm, unhurried manner. Managers were introducing a rolling rota to help ensure there was a more predictable staffing pattern for staff.
There was a positive culture in the home. Regular audits, provider visits and action plans were used to monitor safety, care records and the environment. Regular oversight from the provider along with low staff turnover helped keep care consistent.
The environment was clean, comfortable and homely. People’s rooms were personalised, and the outdoor spaces, including raised planters and a summerhouse, supported people’s wellbeing. Wider refurbishment, including the replacement of fire doors and other fire safety‑ improvements to further enhance the environment had begun following our site visits.