An in-depth 22-page report on a project with Abbeyfield Richmond.
Abbeyfield House was opened in June 1999 for people with dementia. As in any new venture, there were teething troubles. Not least of these was the development of a solid staff team. Factors affecting recruitment were the economic climate with its relatively full employment, the lack of affordable housing locally, and the home not yet having established a profile in the care community.
Abbeyfield Richmond was also undergoing strategic change, in which the key goals of the new management team were to challenge the traditional hierarchy and shift from a culture of blame to a culture of learning.
This report shows how BCA supported this time of change and involved staff, residents and the community in building confidence, appreciation and respect for each other.
