With Abbots Care nearing its 30th anniversary, Chief Executive Camille Leavold shares how the organisation has grown from a small, family-run initiative into a leading voice in homecare.
As Abbots Care approaches its 30th year, it’s interesting to reflect on how homecare has evolved over the past three decades. Some aspects have changed significantly: in 1995, there was no regulator, rotas were managed on paper, the internet wasn’t widely available, and timesheets were handwritten.
However, other aspects remain frustratingly unchanged. The sector is still unrecognised as a vital service, and social care remains unresolved despite countless white papers and government strategies over the years. It’s a stark reminder of the ongoing challenges we face.
Our journey began when my mother, sister, and I grew frustrated with how traditional care agencies operated—often prioritising profit over people and neglecting proper training and development. From the beginning, our passion for making a difference has driven everything we do. As the company has grown, we’ve stayed true to this value, ensuring that person-centred care remains at the heart of every decision we make.
I think we had a real advantage to have worked at many different roles and departments in a business. Having been the only care workers together with my Mum and my Sister at the very beginning of Abbots Care gave me a real insight into the challenges and rewards of providing care and support. I have carried out most roles, some of them not very well at all like payroll, when I often got the wages wrong or Credit Control, when I didn’t understand the importance of cashflow or understanding how complex recruitment can be. But it has given me understanding and empathy for all of the different roles involved in leading a homecare company and helped me to support the team with their challenges.
From personal experience, I know the transformative potential of a career in care. Encouraged by my mother, I am proud of my role in home care, a sector often misunderstood by many. Many Care Workers at Abbots Care progress to office roles and leadership positions. This development strategy builds a comprehensive understanding of the care sector and reinforces our company culture. It ensures our leadership remains rooted in practical experience, with decisions focusing on our clients and team. We empower our team to be future leaders by investing in their development. Employees receive support from managers, are encouraged to undertake training and courses, fully funded by us. We value nurturing and retaining our exceptional staff. We have young team members across departments, involved in grassroots and community initiatives to understand our work’s impact and inspire purpose. We’re proud that 75% of our management team has been developed in-house.
Our strategy since 1995 has been simple: hire good people, train, support, develop them, and retain them. We continually look for innovations and technology to support this strategy. Throughout the COVID-19 pandemic, an app we developed provided a platform for Care Workers to share feelings, compliment each other, and access company updates. It improved employee wellbeing, allowing us to support them swiftly during challenging times. For live-in Care Workers, the app helps them feel part of a team, despite often working alone.
I haven’t lost my passion for homecare over the years, and in my open letter to the Prime Minister and MPs, recently, I highlighted the fading public recognition of health and social care professionals since Clap for Carers. Marches in London, attended by many professionals, were powerful demonstrations demanding recognition. I believe collective action can drive change and restore deserved recognition. I’m proud of our sector’s collaboration and resilience. Despite challenges, we survive. This resilience is perhaps our greatest strength.
