Abberdale Ltd t/a Abberdale House

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

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 our last assessment we rated this key question Good. At this assessment 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 71 (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.

The provider was committed to delivering professional care within a homely and welcoming environment. The home had a warm, comfortable atmosphere, and this was reflected in feedback received by relatives, who mostly spoke positively about the care and support their loved ones received.

People were offered the option of having a key to their own room, promoting their privacy, dignity and sense of independence. Staff spoke positively about the service and demonstrated a shared understanding of the provider’s values, reflecting a cohesive and committed workforce. The provider placed people, their choices and their well-being at the heart of the service. This values-led culture was visible throughout our inspection and was evidenced in the range of opportunities made available to people, including activities facilitated by external agencies and meaningful engagement within the wider community. Leaders had promoted an environment in which people were supported not just to receive care, but also to have a fulfilling life. This shared direction was from all levels of the service.

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.

Staff spoke positively about the support they received from the management team, describing the leaders as approachable, responsive and easy to talk to. This sense of support fosters a positive working environment in which staff feel listened to, valued and confident in raising concerns or seeking guidance. Relatives mostly echoed this response, speaking warmly about the registered manager and the open and accessible culture they had created. One relative told us, “The registered manager is very easy to talk to and will take up anything that’s needed,” whilst another said, “I find them [registered managers] very receptive.” This feedback reflected a leadership style that was visible, engaged and committed to maintaining an open and trusting relationship with both staff and families of the people living at the home.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff described feeling listened to and confident to speak up about any concerns they had. One staff member told us, “If I need to discuss anything with management, I would be able to do this.” Reflecting an open and supportive culture in which the staff felt their concerns would be heard and responded to appropriately. The service ensured people, relatives and staff had access to multiple ways through which they could share their views and provide feedback. These included meetings, individual conversations, formal complaints and compliments processes.

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 accessed a range of channels through which they could share their ideas, views and concerns, including regular supervision, team meetings and information conversations with leaders. Staff told us they felt valued, respected and were supported to grow professionally through access to training and development opportunities. There was no evidence of discrimination. The provider created an inclusive workforce where staff were treated with respect, and where differences were recognised and celebrated.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Although governance systems existed to monitor performance and support improvements, incomplete records and information gaps limited the effectiveness, meaning leaders did not always have an accurate or reliable overview of the service. Audits and checks were not always identifying or acting on shortfalls, which meant some concerns were not being escalated or addressed in a timely way. This included gaps in PRN protocols where guidance for staff on administered medicines was absent, best interest documentation, and the recording of ABC outcomes data, none of which had been consistently completed or monitored throughout the existing governance processes. Records relating to some staff contained historical documentation that had not been removed, in line with good practice. The registered manager assured us recruitment files going forward would be reviewed. Taken together this meant the provider could not demonstrate that governance processes were always operating effectively.

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.

An effective partnership had been established with a range of stakeholders across the local community, including health professionals and the local authority. External partners spoke positively about the provider, telling us communication was good and information was shared promptly and effectively. People were supported to go out with family or their representatives, which helps sustain meaningful social connections. The home had developed links with the local church, businesses and shops, and was working with external agencies such as Hatching chicks, fostering a sense of community, enriching people’s lives beyond the home environment.

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 provider demonstrated a commitment to continuous learning, innovation and improvements across the organisation. This was evident throughout the inspection, where governance processes were used not only to monitor performance but also to identify opportunities for development and drive positive change. The provider had created a new compliance officer post, demonstrating a proactive approach to strengthening oversight and a culture of continued learning. Where areas for improvement were identified, the provider was receptive and keen to implement changes promptly, demonstrating a willingness to take on board feedback and act without delay. This reflected a provider that understood that good care is not a fixed standard, but an ongoing commitment to doing better for the people they support.