Abbeymoor Neurodisability Centre

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. At the last inspection we rated this key question good. At this inspection the rating has remained 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 86 (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 strong shared vision, strategy and culture, which was clearly understood and consistently demonstrated by leaders and staff across the service. The registered manager promoted a values‑driven, person‑centred culture focused on rehabilitation, independence and positive outcomes for people using the service. This culture was embedded through visible leadership, inclusive practice and a strong emphasis on human rights, equality and dignity. Staff consistently described a positive, stable and supportive workplace where they felt proud of the service and aligned with its purpose. They spoke positively about the registered manager and management team, describing leadership as approachable, transparent and values‑led. This approach had filtered through the staff team and was evident in respectful interactions, collaborative working and a shared commitment to achieving the best outcomes for people. Relatives and professionals reinforced this view, describing the service as open, honest and transparent, with a clear rehabilitative focus and a strong emphasis on partnership working. The consistency of feedback from multiple sources demonstrated that the shared direction and culture were well embedded and actively sustained.

The management team were highly capable, compassionate and inclusive, and were trusted by staff, people and relatives. The registered manager and senior team were visible within the service, maintained an open‑door approach and were actively involved in day‑to‑day practice. Staff consistently reported feeling valued, listened to and well supported, with leaders providing recognition, encouragement and practical support during both professional and personal challenges. The registered manager was described as passionate and committed, with a clear focus on maintaining high standards of care while supporting staff development. They promoted inclusive decision‑making, encouraging staff at all levels to contribute ideas, raise concerns and participate in service development. This inclusive approach extended to people using the service, who were supported to be involved in recruitment, care planning and decisions about their environment where possible. External professionals and relatives expressed confidence in the leadership of the service, describing it as well organised, accountable and transparent. This strong, compassionate leadership had created a culture of trust, stability and continuous improvement. A visiting professional said, “The registered manager is very passionate about ensuring the service can meet a person needs and is very respectful of the fact Abbeymoor Neurodisability Centre is a person's home. All of the staff follow this model.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies were in place to support whistleblowing and promote openness. The management team encouraged open discussion through regular staff meetings, handovers and alternative routes for feedback for staff who could not attend meetings. Staff told us they felt able to speak up if they had worries about care or safety and knew who to approach. They were confident their views would be listened to and acted upon. The registered manager ensured their views were heard, considered and acted upon. For example, in a conversation, a nurse raised concerns about pay levels contributing to difficulties in recruiting nurses with the skills and experience needed for supporting people at Abbeymoor Neurodisability Centre. The registered manager took this matter further and as a direct result of staff feedback the provider increased nursing hourly rates. The impact of this action was significant and measurable. Not only did staff see clear evidence that their voices influenced decision-making, but the service was also able to successfully recruit 2 highly skilled and knowledgeable nurses to the team. This approach supported a culture of openness and learning across the service.

The provider and management team valued diversity in their workforce and ensured they followed best practices guidance. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Mandatory equality and diversity training was in place for all staff, with refresher training to maintain awareness of protected characteristics and discrimination. Staff told us they were treated with respect and that diversity was valued. The management team were aware of their responsibilities under equality legislation and aimed to make reasonable adjustments where required.

The provider and management team 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. Staff were clear about their roles and responsibilities, and recruitment practices met regulatory requirements. One staff member told us,” All staff are involved in the process of how the service works and where lessons can be learnt we discuss this in staff meetings, but seniors and managers doors are always open and they welcome ideas.”

The provider worked well in partnership with a wide range of external professionals, services and community organisations to meet people’s complex needs.Staff works proactively with a wide range of partners including universities, occupational therapy programmes, music therapy providers, specialist health services, advocacy organisations, faith communities and local schools to enhance care, improve outcomes and promote learning and inclusion. For example, Abbeymoor Neurodisability Centre ran 2 occupational therapy student placements, with each being 12-weeks long. This was the first of its kind in this area.Professionals consistently described the service as collaborative, accessible and solution‑focused, with strong multidisciplinary working supporting positive outcomes and successful placements. Relatives felt welcomed and valued as partners in care, with open communication and involvement in decision‑making. The management team maintained a range of links with specialist health services, charities, universities and advocacy organisations, which had enhanced care offered and supported staff ongoing learning.

The provider had a strong learning culture and demonstrated a clear commitment to continuous improvement and innovation. Leaders actively encouraged reflection, learning from incidents and sharing good practice both within the service and across the wider organisation. Staff were involved in audits, service development discussions and improvement initiatives, and felt empowered to contribute ideas. Innovative practice included the integration of occupational therapy students, development of communication tools, and the effective use of electronic care records to improve oversight and quality monitoring. Staff described regular access to training and development opportunities, which supported competence, confidence and progression. Learning was embedded into daily practice, and evidence showed that improvements had led to better outcomes for people, enhanced staff skills and stronger governance. This proactive, forward‑thinking approach supported high‑quality, sustainable care.