Abbeydale Nursing Home

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last inspection we rated this key question requires improvement. At this inspection this has now improved to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last inspection the provider was in breach of legal regulation in relation to governance. At this inspection this had improved and the provider was no longer in breach of legal regulations.

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.

Staff, relatives and people described the home as warm and homely. Staff demonstrated the service’s values in their interactions. Policies were understood and supported safe practice.

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. Leadership was strong and well respected. Staff said the manager was supportive and approachable. MDT professionals praised the home’s organisation and responsiveness. Leaders understood the service well and acted on feedback promptly.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak up and raise concerns. The whistleblowing policy was understood. Staff said issues were addressed quickly and fairly. There was no evidence of a closed culture.

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. Staff felt respected and valued regardless of background. Equality and diversity training was completed. People’s cultural needs and preferences were respected. There were no indications of discriminatory practice.

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.

Governance systems were now established and effective. Regular audits monitored quality and safety. Electronic systems supported oversight. Some care plans and monitoring charts required updating, but action was already being taken as this had been identifed. Improvements since previous feedback demonstrated sustainability and willingness to learn.

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. MDT partners reported strong communication and proactive approaches to care. Relatives felt involved and well informed. Visiting arrangements supported people’s connections.

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. They actively contributed to safe, effective practice and research.

The registered manager and provider demonstrated continuous improvement. Learning from audits and feedback led to changes, including improved laundry processes and updates to documentation. Electronic care systems supported accuracy and efficiency. Leaders were addressing remaining gaps in care plans and record‑keeping.