Abbeyfield House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 82 (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 made sure people were at the centre of their care and support and staff planned support around what mattered to each person.

Daily routines reflected a consistently person-centred approach. Staff tailored support around each person’s unique history, preferences and established habits to maximise choice, autonomy and control.

People’s cultural, religious and spiritual needs were proactively understood and supported. This included personalised opportunities for worship and the recognition of longstanding traditions and beliefs. Lifelong interests such as tractors, gardening and caring for pets were incorporated into everyday life, which helped people remain connected to what mattered most to them. This person-centred approach was upheld throughout each person’s life at the home, including during end-of-life care, where support was delivered in line with each individual’s wishes.

Health professionals told us care was tailored to each person and that staff adjusted plans promptly when needs changed. One professional said, “I find the care at Abbeyfield to be very person centred; their tone, approach and attitude to their residents is exceptional, and they provide care that is dignified, respectful and reflective of individuals' needs and preferences.”

Personalisation extended to the environment. Bird tables, feeders, ornaments, trees and flowers were placed outside people’s rooms, each item thoughtfully chosen to reflect the individual’s interests and life history.

The provider had an understanding of people’s health and care needs and worked closely with local services to ensure care was joined up, consistent and responsive.

Continuity was supported by long‑standing staff who knew people well, alongside communication processes such as handovers, “flash” meetings and team meetings. These systems enabled staff to share information promptly, respond quickly when people’s needs changed, and support smooth transitions between services.

Health and social care professionals were consistently positive about how well the home coordinated care. One professional told us, “I must say they manage residents very well and so we probably get fewer referrals from them compared to other care homes. This is because of their knowledge, understanding and experience, they know what they need to do.”

The provider gave people and those important to them clear information in ways they could understand.

Records showed the service met the Accessible Information Standard and care plans set out people’s communication needs and how staff should share information. Information could be provided in different formats if needed, to ensure people received and understood the content in a way that suited them. Staff kept relatives informed through regular phone calls, meetings and care reviews, and professionals described communication as timely and helpful. One relative told us, “Communication is fantastic.”

The provider made it easy for people and relatives to share their views and be involved in decisions about care.

Feedback from care reviews, meetings for people and relatives, and surveys, were used to shape activities, routines and improvements. Relatives said they knew who to speak to if they had concerns and felt staff and managers were approachable and responsive. None of the people or their relatives told us they had made a complaint and records confirmed there had been no recent complaints. Records showed there had been no recent complaints. Information was available to explain how to raise concerns, including how people and relatives could make a complaint if they wished.

The provider helped people to access the care and support they needed when they needed it.

Staff arranged regular visits from health and social care professionals, and quickly sought advice when they noticed changes, for example after falls or when new health concerns were identified.

The service was also preparing for imminent refurbishment, which was planned to further enhance the environment and accessibility.

Staff and leaders listened to information about people who might be at greater risk of poor outcomes and adapted care to reduce this. Examples included flexible approaches for people living with dementia, personalised routines, support for veterans and links with mental health services to manage complex needs.

Professionals described how staff used advice from specialists, updated care plans and worked with families to improve wellbeing and reduce risk.

People approaching the end of their lives received exceptionally personalised, compassionate and dignified care.

Staff consistently demonstrated respect for the final stages of life, ensuring every person experienced comfort, choice and emotional support. The deputy manager described their ethos as, “So much planning and preparation goes into being born; I feel the end-of-life deserves just as much planning, beauty, care and respect. At Abbeyfield, staff are trained to embrace and deliver this with compassion.”

We spoke with a relative whose loved one had recently died. They were eager to share their experiences about the outstanding care their family member received. They told us, “I can’t praise the staff enough. They are lovely, they are kind – they are compassionate.”

The service had achieved the Gold Standards Framework (GSF) Award, recognising their excellence, proactive planning and commitment to best practice in end-of-life care. Staff used the GSF tools, identification frameworks and structured frailty discussions with the nurse practitioner to identify when someone may be entering their last year of life. This enabled timely conversations, sensitive planning, and the development of clear, highly individualised care plans with people and those important to them.

Health professionals spoke very positively about the care provided. One professional told us, “The end-of-life care at Abbeyfield is fantastic. They are very good at recognising when residents may be approaching this stage and seeking assessment or review from clinicians… there is no other home we oversee that provides this level of service.”

Families were welcomed, reassured and supported with exceptional sensitivity. They had access to a dedicated guest room, practical care packs, meal vouchers and unrestricted support from staff, enabling them to remain close to their loved one during emotionally difficult times. This created a calm, inclusive and nurturing environment that relatives valued.

End-of-life care practice was strengthened through robust learning and reflection. Staff completed post death reflections and audits, using these insights to continually improve care.

Staff supported people to express and record their advance wishes, covering a range of personalised end-of-life wishes, including detailed spiritual and post death preferences. This demonstrated a commitment to honouring people’s values and choices in the way that mattered most to them.