Abington Park View Care Home

The following is CQC's published account of its assessment, published 6 January 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment from 15 October to 04 November 2025. This assessment included site visits on 15, 16 and 23 October 2025. The registered provider can accommodate up to 29 people at Abington Park View Care Home. At the time of assessment, 28 people were living at the service. Abington Park View Care Home is a care home without nursing providing accommodation and personal care to older people, including those living with dementia, physical frailty and sensory impairments.

This was a routine assessment of the service. The assessment included observations of care, interviews with staff, speaking to people and relatives and management, and a review of care records, policies and monitoring systems.

The home provided a calm and orderly environment, and staff interactions were generally caring and respectful. However, improvements were required to ensure consistent and sustained standards of safe and well-led care. We identified two breaches of regulation regarding safe care and treatment and governance. We have asked the provider for an action plan in relation to the concerns found.

Systems to monitor safety and quality were not always effective in identifying or addressing risks promptly. Environmental hazards such as unsecured furniture, improper storage of equipment and clinical waste, and limited oversight of maintenance checks had not been addressed until the assessment. Audits and management checks were in place but were not consistently used to monitor outcomes or confirm completion of required actions. Care plans and risk assessments lacked detailed guidance and were not always updated when people’s needs changed, creating gaps in staff direction.

Recruitment systems were not robust. Several staff files lacked complete information, such as full employment histories, references or verification of gaps in work. These omissions meant the provider could not fully demonstrate that all staff were suitable and safe to work in care roles. Management oversight of recruitment records was insufficient to ensure compliance with regulatory requirements.

Staffing levels were stable overall, but deployment required closer monitoring to ensure support was available promptly at peak times. Staff had completed mandatory training and understood their safeguarding responsibilities, though some lacked confidence in applying risk management processes. Further supervision and refresher training were being arranged to address this.

Medicines were managed safely in most areas, with appropriate storage and administration. Minor gaps were found in the recording of “as required” medicines and topical applications. These were corrected immediately during the assessment, and additional checks were introduced to strengthen accuracy. The premises were clean, infection prevention and control measures were followed, and cleaning schedules were maintained. However, documentation of maintenance actions required better tracking to evidence follow-up.

Leadership oversight required improvement. The manager was visible and cooperative during the assessment but lacked sufficient administrative support, which affected the timeliness and quality of audits and record reviews. Governance systems had not always identified underlying causes of repeated shortfalls or ensured learning was embedded. The provider accepted the findings and began implementing an action plan during the assessment to improve recruitment monitoring, strengthen governance oversight and enhance environmental safety checks.

Although improvements were required, leaders demonstrated openness and commitment to change. Immediate actions were taken to address health and safety issues, update care documentation and review staffing and recruitment procedures. The provider was receptive to feedback and showed understanding of the areas requiring sustained attention to achieve compliance.