Abberdale Ltd t/a Abberdale House

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 85 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff were observed to be caring, friendly and responsive to people’s needs throughout the inspection. Interactions were warm and friendly, indicating a positive culture throughout the service. One resident told us, “Everyone is so kind”, and another resident told us”, You couldn’t wish for better staff”.

Relatives spoke positively about the care their loved ones received and highlighted the kindness demonstrated by staff during their interactions. One relative told us, “Everyone is lovely. The staff are great and so good with all of them.” This feedback reflected a service where people and those important to them felt confident in the care being provided and reassured that their loved ones were being treated with genuine kindness and compassion.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The registered manager told us shift patterns were reviewed and adjusted seasonally to reflect changes in people’s natural routines. For example, during the lighter morning months, shifts were adapted to accommodate people who wanted to rise earlier, ensuring sufficient staff were available to support this. This demonstrated person-centred care was embedded not only in day-to-day practice but also in operational planning of the service.

People were supported to attend their local church, enabling them to maintain their faith and meet their religious and spiritual needs. A person told us, “They (staff) take us down to the church on a Thursday morning.” This demonstrated that the service recognised and respected the importance of faith as part of people’s individual identity.

Individuals were supported to exercise choice and control over their daily lives. One person told us, “Bedtimes are quite up to me”, and “It’s up to me if I go downstairs or relax in my room”. This reflected a flexible, person-centred approach in which people’s individuality was respected, and their right to make decisions about their own lives was actively promoted. It also demonstrated how care was organised around people’s needs and preferences rather than the operational needs of the service, supporting people to maintain their autonomy and sense of identity.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were consistently supported to maintain and exercise their independence in ways that were meaningful to them. Staff took a considered and enabled approach, encouraging people to do as much as they could for themselves while remaining attentive to individuals' risk and safety. This balance reflected a culture where independence was actively promoted. A person told us, “They [staff] let me do as much as I can for myself, and I like that; it keeps me sharp.” This feedback captured the positive impact of an enabling culture.

Individuals were assigned key workers, providing a consistent point of contact and support. This meant people were supported by staff who knew them well, understood their needs and preferences.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The provider listened and responded to people’s needs, views and wishes. Staff were attentive in the moment and took prompt action to minimise discomfort or concern. People experienced timely support and told us they felt confident asking for help, knowing staff would respond without delay. A person told us, “It’s usually a quick response, unless there’s an emergency, and they’ll [staff] apologise for any delay.”

During our inspection, we observed staff proactively checking in with people and making the most of opportunities to engage with them. Call bells were answered promptly, with staff responding to changes in people’s comfort.

Staff understood escalation processes, and external professionals reported that the service acted quickly when people became unwell.

The provider always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care.

The service had established systems to support staff through supervision, training and well-being. Staff spoke positively about working at the home, with many having been employed there for a significant length of time, reflecting on a stable, committed workforce. Staff described a supportive and collaborative working environment in which they felt valued, listened to and able to raise concerns. Several staff members told us, “We work well together.” Another staff member said, “If there are any problems, we can report them to [name].”

New staff reported that the induction process was thorough, helped build their confidence, and provided clear expectations.

The registered manager demonstrated a clear commitment to staff well-being. Staff were encouraged to share health changes or any difficulties they were experiencing, supported by an open-door policy that enabled staff to raise concerns or seek help at any time. Well-being was tailored to individual needs, including neurodivergent support, menopause support and flexible working, reflecting an inclusive and compassionate approach to workforce management.

The service supported staff wellbeing by putting practical measures in place. This included providing fluids to promote hydration during shifts and ensuring meals were available for staff working extended hours.