Abbots Care Limited (Hertfordshire)

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment, the rating has improved to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People told us staff were kind, compassionate and felt they were treated with dignity. A person said, “I have both male and female carers, and they are all good, super kind and so well trained, I am so grateful. I really look forward to the carers calling.” Another person said, “All the carers are very caring they help me with anything. I find it so lovely the carers really do care.” A relative said, “One carer went above and beyond when my loved one had a fall. They stayed with them for over an hour until the ambulance and family arrived, we were very grateful. They showed great passion and kindness.”

Staff told us they felt people were treated with kindness and in a caring way, stating they would be happy to recommend the service to people.

Staff supported people with kindness and compassion at difficult times. For example, when they needed to go into hospital, staff took care of their pets to ease their worries. Staff ensured equipment or support was provided to people if they needed this during a staff in hospital. A staff member took a trip to physically get a person’s hearing aids repaired as they had no family and depended on their aids for communication.

The provider was implementing additional spot checks and further training to help ensure staff knew what was expected of them. This training included scenarios where staff could learn in a practical way.

The provider was passionate about making the lives of the people they supported better and fulfilled. They spoke about a number of people who did not have family and were unable to access the community unsupported. To help tackle loneliness and isolation one of the provider’s schemes was to host events. The provider told us, ‘Abbots Friends hosts three tea parties each year, open to clients from all geographical areas to ensure accessibility for all who wish to attend. These events take place between 12pm and 3pm, providing an opportunity for attendees to enjoy lunch together. To facilitate participation, we coordinate with morning care workers to ensure clients are prepared for the event. Clients are supported to bring any necessary medication, equipment, or mobility aids, ensuring their safety and that their care needs are met. Families are notified in advance, so they are aware of their loved one’s attendance.

A team comprising care workers, community facilitators, area coordinators, and office staff attend the parties to provide sufficient support. This ensures each client receives personalised attention and one-to-one interaction. For clients with mobility challenges or transport difficulties, we offer transportation. Two office staff members are qualified to drive a wheelchair-accessible minibus, enabling us to provide transport to and from the venue. The tea parties feature a range of activities, including arts and crafts, bingo, music, dancing, and refreshments. Dietary requirements are collected beforehand to ensure suitable food options are available for everyone.’ People told us they had attended these events and enjoyed them. People told us that the extra mile the provider and staff went, made a difference to them.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People felt they were treated as individuals. A person said, “They are quite friendly and know what to do, they are very good.” Another person said, “Sometimes my [body part] can be bad, [staff member] knows me and they will just let the water run over me (to ease the pain).” A third person said, “The carers are helpful and there’s one carer who is very good. It’s the small things she does that mean a lot.”

A person told us that staff took their time getting to know how they liked things done. They used as an example that staff had listened to them and had learnt to cook their porridge in a saucepan which was how they liked it. Occasionally he said they liked a cooked breakfast and had taught the staff how to cook a full English breakfast.

Relatives were also very positive about how the staff supported their family members. A relative said, “They just ask what they can do for me. I can’t fault them.” Another relative said, “They try and cheer [person] up and have a laugh. It’s been an extremely good experience. If I’m there visiting and they don’t know I’m there, they’ll come in cheerful and happy which is nice to hear.”

The provider was proactive at responding and taking actions from people’s feedback. For example, concerns about inconsistencies in care provided when the usual carer was unavailable. As a result, the provider included training and further checks as part of service improvement plan. Internal monitoring report noted providing consistent care staff had improved. They had also introduced ‘care round leaders’ which meant if usual care staff couldn’t attend, a care leader could to alleviate people’s concerns about staff not knowing them.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People said they were always supported to promote independence, choice and control.

A person said, “The care I receive is good. The staff are lovely and genuinely care. They allow me to be as independent as I can which I prefer, the carers are very respectful and tidy up after themselves. I couldn’t do without them. We talk together as we go along completing the tasks.” Another person said, “When the carers call in the morning, I have sometimes made my breakfast as I keep as independent as I can, I feel fully included in all aspects of my care and have no worries.” A third person said, “I try and do as much as I can for myself, we have such a laugh.”

Staff told us they encouraged people to do what they could for themselves and supported them with what they needed assistance with.

Care plans included information about how to support people in a way of that reflected their choices and promoted independence where possible.

The provider was exceptional at listening to and understanding people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Good practice was embedded and consistent level of quality in this area. People said care was delivered in a timely way and as they needed it. A person said, “One walks with me and the other follows with the commode so if I get tired, I can sit down. The carers turn up on time and I have regular carers most of the time sometimes I have other carers they are all well trained and know what they are doing and do what they are supposed to do.” A relative said, “The carers usually turn up on time and the care team are fairly consistent and my loved one recognises their faces.”

Staff told us they had enough time to meet people’s needs and were able to respond appropriately if these changed. They reported any changes to the management team who made any required changes and provided any additional support needed.

The provider shared records demonstrating oversight of care and any issues that may arise, for example, changes in a person’s needs, medicines issues or training needs. The record included actions taken to address any shortfalls or improve the process.

The provider’s evidence report stated, ‘Clients and their families can view care records, including care plans, notes, and visit schedules, through the [electronic system]. This ensures transparency and offers reassurance. The Care Circle is also accessible to other professionals, providing 24-hour emergency access. For instance, if a client falls, paramedics may need updated care notes, medication details, or information on any refusals. This system ensures that vital information is readily available.’

There had been work completed on improving the consistency of staff teams and also putting in place a leader for each care round so if staff could not attend, a leader with knowledge of people’s needs could attend the visits to ensure those attending were familiar with people and their needs.

Staff told us the management team always supported them, and they felt their welfare was consistently promoted. A staff member said, “My manager checks on me through phone calls, emails and face to face conversations asking about work-related issues.”

The provider had systems in place to support, praise, guide and train staff. This included a digital well-being tool which staff had access to on their phones. This was initially put in place during the Covid-19 pandemic to support staff through a difficult and anxious time when managers had less face-to-face time with them,

he app now had functions to share compliments and feedback to staff and about staff from peers and also now had a news sharing feature. There were also staff connect cards to encourage staff to attend the office for meetings, collecting PPE, have some face to face time with managers or trainers for an informal check in. Each time a staff member attended the office, they received a stamp on their card. A full card meant they received a £100 gift voucher. The registered manager told us how they felt it was important for staff to have contact with members of the management team to ensure they had support and their well being was promoted.

The provider shared with us, ‘We understand that care workers often require more support than their scheduled meetings with supervisors and co-ordinators. They may need assistance not only with work-related matters but also with personal issues. These meetings ensure care workers have the resources they need to perform their roles effectively, along with the emotional support to thrive.’ They told us sickness rates and staff turnover had reduced as a result of this support and contact.

There were additional support systems in place for staff which included interest free loans and cars for use if their car was off the road. The goal was to ease pressure on staff by supporting them to work and relieve some external pressures.

In addition, the provider acknowledged staff and celebrated their performance. A statement taken from an internal report said, ‘In October, we hosted our 5th Annual Care Worker Awards at [venue], celebrating care workers who were nominated by clients, their families, colleagues, and operational staff.’

There were several opportunities for staff to win awards and be recognised for the outstanding approach and care provision. The categories included awards for Making a difference, Unsung Hero, Heart of Gold, Mental Health Champion and Culture Champion Award.