Abbey Care Complex

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 our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People were positive about the management team. A person told us, “The Manager checks how I’m doing, and checks all is good.” A registered manager was in place who knew the home, people, and staff well. Staff were positive about the management of the home. People and relatives told us they enjoyed living at the home. We saw evidence that the registered manager received the appropriate training for them to be able to conduct their role. They also told us they felt supported by the senior management team. The registered manager told us that they made themselves available and had an open-door policy for people, families, and staff who wanted to speak with them. The registered manager said, “People, relatives and health professionals know my phone number and that they could contact me if they needed to. The service has a on call system in place where staff can contact the management for advice and anytime.” Staff were positive about the registered manager. A staff member told us, “The management is good and whenever we need anything we will report to the manager.”

People were positive about the management team. A person told us, “The Manager checks how I’m doing, and checks all is good.” A registered manager was in place who knew the home, people, and staff well. Staff were positive about the management of the home. People and relatives told us they enjoyed living at the home. We saw evidence that the registered manager received the appropriate training for them to be able to conduct their role. They also told us they felt supported by the senior management team. The registered manager told us that they made themselves available and had an open-door policy for people, families, and staff who wanted to speak with them. The registered manager said, “People, relatives and health professionals know my phone number and that they could contact me if they needed to. The service has a on call system in place where staff can contact the management for advice and anytime.” Staff were positive about the registered manager. A staff member told us, “The management is good and whenever we need anything we will report to the manager.”

We saw evidence that the service had systems in place for staff to raise concerns internally and externally. Staff were clear on how to follow the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to. The registered manager told us how they supported staff to speak up and said, “From day 1 of the staff’s induction, we show staff how they can voice their concerns and feedback about the service. For example, this can be through completing staff surveys, or through supervisions.” raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting.

The training matrix showed that staff received up to date training which included the provider’s mission statement and their values, privacy and dignity, duty of care, equality, and diversity. Staff told us the management team were supportive, and they felt listened to and were treated fairly. A staff member said, “I know I am able to speak to my line manager at any time I need to.” The registered manager told us that they had an open-door policy which meant, staff, people and their relatives speak to them at any time. They also told us that when they received requests from staff around flexible working or time off, they tried their best to meet the staff’s request however, decisions were made upon people support needs as they must always come first. We saw evidence that staff had opportunities to develop their skills if they wished. The service gave staff the opportunity to lead shifts and to complete training that helped develop their personal goals, which were agreed and planned in supervisions and in staff appraisals.

People told us they liked living at the home. A person told us, “Staff listen to me and sit with me to find out how I am doing. I have never needed to make a complaint.” At the last inspection we found systems and processes were in place for the purposes of quality assurance and monitoring. However, these were either not always used or not effective. During this visit we noted the provider had introduced a new online system that analysed and scheduled a range of audits including, care plans, risk assessments and health and safety. The system also notified the management team when the audit was due to be completed and the actions that was required. We saw evidence that the registered manager ensured actions were completed on their improvement plan, which helped develop the service. This was also shared with staff during staff meetings. The registered manager told us that the home conducted a number of audits to ensure that it was safe. In addition to audits, meetings were held with staff, relatives, and people to obtain feedback and make improvements where possible. Staff told us they enjoyed working at the home. A staff member said, “It is a nice place to work at. Another staff told us, “Very good environment to work here. We have monthly meeting, which we receive updates regarding any improvement to the service that will be taking place. We can also share our own idea too.”

The registered manager and staff told us they worked in partnership with health and social professionals to ensure people were receiving support with their health needs. We saw evidence that the home had systems in place to receive feedback from partners, which helped to improve the service. Records showed the service worked in partnership with social and health professionals to ensure people received safe and effective support.

The registered manager told us how they received regular feedback from staff. They conducted regular checks of the service and shared any identified issues or improvement that were needed with the staff team. They also attended staff meetings and shared any lessons learnt from incidents, accidents and complaints with the staff. This helped to ensure that improvements were made to the service. They also carried out daily walk around and spoke with people and staff to ensure that everything was fine.