Abbeymoor Neurodisability Centre

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 service involved people andtreated them with compassion, kindness, dignity and respect. At the last inspection we rated this key question good. At this inspection the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service. 

This service scored 90 (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 was exceptional at treating people with kindness, compassion and dignity. Staff consistently demonstrated a warm, respectful and caring approach, and people were supported in a way that protected their privacy and promoted their emotional wellbeing. Interactions between staff and people were calm, patient and responsive, and staff took time to understand how people wished to be supported. People and relatives consistently described staff as friendly, caring and respectful, and said they felt valued. Relatives told us, “The staff are fantastic, so kind and [person’s name] could not be in a better place.” Some relatives had been reluctant to have their loved ones move to the service because of the distance. They had changed their mind because they found the care was “second to none,” and the staff genuinely cared about their loved ones and the compassion they showed had led to people improving their quality of life. Staff were observed speaking to people in a gentle and supportive way, taking time to explain what they were doing and ensuring people were comfortable. Professionals repeatedly noted people were treated with dignity, kindness and respect, and that staff knew people extremely well. People appeared settled and at ease, and staff responded with empathy when people were distressed or needed reassurance. This consistent culture of compassion contributed to the calm, positive atmosphere throughout the home.

Staff were exceptional at treating people as individuals and tailoring care to their unique needs, preferences and aspirations. Staff had an in‑depth understanding of people’s personalities, preferences and routines, and relatives consistently told us staff knew their family members “as well as anyone could”. One person told us how staff had helped them to develop all the skills they needed to move back home. They explained how staff had looked at what types of adaptations they needed in the house to make their move achievable. Staff told us how they had closely worked with the person’s family, occupational therapists, physiotherapists and the community team to find out how their aspiration could be achieved. A relative discussed how staff really understood their loved ones’ difficulties around remembering upcoming events and consistently used a whiteboard to write down important information. This had meant the person now remembered visits, people’s names and information about what the plans were, which significantly improved their ability to engage in family life. Professionals also highlighted the highly personalised approach, explaining how people were supported as individuals and appeared happy, settled and well cared for. Feedback from relatives and professionals confirmed that staff understood and respected individuality, culture and personal goals. Staff took time to learn about people’s histories and used this knowledge to shape daily support, activities and relationships, resulting in consistently positive individual experiences.

Staff were exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Care plans were developed with people, and where appropriate, with families and advocates, to ensure people’s wishes and preferred ways of living were central to all decisions. For example, one person’s faith was extremely important to them. Staff had supported them to both attend the temple and to pray at Abbeymoor Neurodisability Centre, either by making a daily offering in the rear garden or by spending time in private prayer. Staff encouraged people to stay as independent as possible, and professionals repeatedly described the home as proactive, personcentred and respectful of people’s autonomy. One person goal was always to return home. However, during the hospital admission their mobility had deteriorated, which meant they could not use the stairs inside their home or reach their front door independently. Social workers, occupational therapists, advocates, and the management team worked closely together to explore how they could be supported to live independently again. While these discussions were ongoing, staff spent time helping the person to learn how to manage their catheter care, including recognising signs of infection, and to shower independently without prompts. They also learned to use a DVD player so they could enjoy watching films on their own and to relearn how to use a microwave to prepare simple meals. The work staff completed with the person increased their confidence and autonomy grew, which led to them regaining their capacity in relation to his healthcare and treatment. Relatives told us staff asked for their input, kept them informed of changes, and respected daily choices, such as routines, food preferences and how people wanted to spend their time. People felt listened to, involved and supported to maintain control over their care.

Staff always responded to people’s immediate needs in a timely and compassionate manner. People told us they felt confident that staff would act quickly if they needed support. Relatives described timely responses to emerging health concerns, including occasions when staff acted immediately and contacted professionals without delay. Professionals corroborated this, explaining staff made appropriate referrals, provided accurate information and followed clinical advice to ensure people received the right support at the right time. Staff were knowledgeable about individuals’ needs and adapted care when circumstances changed.

The provider and registered manager cared about and promoted the wellbeing of their staff, which supported and enabled staff to always deliver person-centred care. Staff felt supported in their roles and had access to supervision, training and opportunities to develop their skills. There was a positive team culture, and staff spoke about feeling listened to and supported by the management team. This helped staff to feel confident in their roles and contributed to consistent support for people using the service. The provider ran a staff forum, which provided the team with opportunities to share their views on the overall operation of the services. One staff member said, “We work so well as a team, and any problems are discussed and solved as a team. Also being part of the forum meetings has meant I raise any issues staff and myself may have. I do feel as though I am listened to and my thoughts are taken on board.”