Abbeymoor Neurodisability Centre

The following is CQC's published account of its assessment, published 3 July 2026. References to “we” mean CQC. It describes findings at that time.

Date of Inspection: 29 April to 27 May 2026. Abbeymoor Neurodisability Centre is a nursing home providing personal and nursing care for up to 36 people who have acquired brain injuries and long‑term neurological conditions. At the time of inspection, 34 people were using the service. We completed this inspection as part of our routine programme and because of the length of time since the last full inspection was completed.

During this inspection we found a deeply embedded culture of kindness, safety, professionalism and continuous improvement, which was consistently modelled by leaders, embraced by staff and experienced by people using the service.

People experienced safe, compassionate and highly personalised care. Staff knew people well and supported them in a calm, respectful and unhurried way that promoted dignity, independence and emotional wellbeing. Relatives spoke very positively about the care provided and described significant improvements in people’s mood, engagement and quality of life since moving to Abbeymoor Neurodisability Centre. One relative told us the service had given them “peace of mind” and that their family member had “come on leaps and bounds” since admission. People felt valued and told us care was delivered in a calm and unhurried way that upheld their dignity. Professionals praised the strong relationships they observed between staff, people and families.

The service demonstrated a strong rehabilitative ethos, supporting people to regain skills, confidence and independence wherever possible. People were supported to take part in meaningful activities, maintain relationships and progress towards less restrictive environments when appropriate. Professionals consistently described placements as stable and successful, and praised the service’s outcome‑focused approach and collaborative working.

The service worked effectively in partnership with a wide range of health and social care professionals. Transitions into, within and out of the service were well planned and coordinated, which reduced risk and supported positive outcomes. Relatives and professionals described communication as open, honest and reassuring, and felt welcomed as partners in care.

The service was well-led. The management team were visible, approachable and valuesdriven, and promoted a positive, inclusive culture focused on doing the best for people. Staff consistently told us they felt valued, listened to and well supported, and there was strong evidence of workforce stability and good morale. Governance systems were in place to monitor quality and manage risk, and the management team used audits, feedback and learning from incidents to support improvement. There had been significant financial investment in the care environment, including major refurbishment, which had enhanced people’s experience and privacy.

Safeguarding processes were effective and people told us they felt safe and well supported. However, some assessment and consent processes were not always robust or consistently accessible, particularly for people whose first language was not English. Interpreters were not always used, and some mental capacity and best‑interest documentation could not be easily located on the electronic care record system. This meant people were not always fully supported to be involved in decisions about their care, and staff required further training to ensure systems were used effectively and consistently. The registered manager took immediate action to address these issues.