Abbots Care Limited (East Dorset branch)

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 Good. At this assessment the rating has remained 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 79 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The service demonstrated a positive, person-centred culture, with all staff working towards a shared goal. The provider and care staff team had a strong understanding of the organisation’s values and were open in communicating these with people using the service and others. These values were consistently reflected in their day-to-day practice.
People’s privacy was always respected, particularly in relation to how personal information was managed and shared. Consent was obtained before sharing information with external professionals.

Staff told us they felt included in the service’s shared vision and culture and spoke positively about their experiences working there. One staff member commented, “I find it reassuring to work for a company that values both its employees and the people we support.”
 

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager was knowledgeable about issues and priorities for the quality of services and could access appropriate support. Regular team meetings and supervisions provided staff with an opportunity to discuss the service and people’s support needs. They were open and did not hesitate to share, on a need-to-know basis, information about the service performance. They were pro-active in seeking people’s views through regular personal contact and using surveys. Care staff told us that they felt that they were working for a supportive organisation and the values that were expressed demonstrated this was the organisational culture.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider told us they promoted communication and did not put barriers in place to prevent anyone from sharing their opinion about the service, whether positive or negative. Everyone who gave us feedback about the service, whether people using the service, their relatives, staff and a stakeholder believed they could raise what they wished to and share their views. People were confident that they were listened to, respected and taken seriously.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The feedback we received from care staff was highly positive and reflected their belief that Abbots Care was an inclusive organisation. Their views reflected a belief that they felt valued and supported by the provider as individuals, and to develop their professional skills not only through training but improvement in how the service performed.
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The service had systems and processes in place to monitor quality; however, these did not always fully identify some areas for improvement at the time of our assessment. We identified opportunities to strengthen certain aspects of record‑keeping, particularly in relation to capacity, communication, and consent. These matters were discussed with the manager and were addressed promptly.

Throughout the inspection, the management team demonstrated openness, honesty, and a clear commitment to learning and continuous improvement. Governance and quality assurance arrangements were developing and were being strengthened to better support early identification of improvements. Policies and procedures were in place to underpin practice, supported by staff training and ongoing monitoring, providing a solid foundation for further improvement.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The provider demonstrated an exceptional understanding of, and responsiveness to, the diverse needs of the communities it served. Through its Abbots Friends initiative, the service delivered unregulated but highly valued support by offering a free companionship service to people using the service, with a particular focus on those most at risk of social isolation. This initiative was well embedded and inclusive, with trained volunteers providing meaningful engagement through activities such as shared conversations, gardening and accompanied walks, which promoted people’s emotional wellbeing and reduced loneliness.

The provider showed strong leadership and commitment to partnership working. Abbots Care had established a highly effective partnership with the Spinal Injuries Association (SIA) and was recognised as Trusted Care Partner of the Month. This external recognition reflected the provider’s dedication to improving the quality of life and outcomes for people and families affected by spinal cord injuries.

Health and social care professionals consistently spoke highly of the service and its collaborative approach. Feedback highlighted open communication, a willingness to adapt and a strong focus on achieving positive outcomes for people. One professional told us, “Staff are always open to feedback, requests and work to find solutions. They keep good communication channels open and feel very client‑centred.”

Robust systems were in place to support effective multi‑agency working with community health teams and local authorities. These partnerships ensured people experienced seamless, coordinated care, with services working together proactively to meet people’s needs and enhance their overall experience and wellbeing.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Staff told us the service promoted a strong learning culture. They said they received ongoing mandatory training as well as additional training tailored to people’s individual needs. Staff told us they were encouraged to develop their skills and supported to pursue both personal and professional development. They also described working well as a team, communicating clearly and using consistent approaches to meet shared goals. Staff said regular updates from the management team helped reinforce good practice and remind them of expectations, including professional boundaries, social media conduct and completing medication audits . We saw evidence of this discussed in team meeting minutes.
We found the service demonstrated continuous learning and improvement. Records showed there were regular management meetings where training needs, safeguarding concerns, staff welfare and the quality of care were reviewed.