Ablecross Limited Also known as Ablecross Care Services

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (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 ensured that individuals were central to decisions about their care and treatment. Care and support were planned collaboratively, with adjustments made in response to changes in people’s needs.

Care plans reflected a person-centred approach, containing rich details about individuals’ life histories, significant experiences, and personal preferences. For instance, 1 care plan described a person’s enjoyment of music, particularly jazz and swing, and their fondness for specific songs and television genres. Another plan highlighted a lifelong passion for singing and dancing, including past achievements and the emotional significance of these activities.

Staff demonstrated a clear understanding of person-centred care, incorporating people’s protected characteristics into their approach. They described adapting care to respect individual preferences, beliefs, and needs—such as providing culturally appropriate meals or accommodating religious practices. Staff emphasised the importance of listening to individuals and involving them in decisions, ensuring care was respectful, inclusive, and tailored to each person.

Although the provider demonstrated an understanding of the diverse health and care needs of individuals and their local communities, care delivery was not consistently joined-up, flexible, or supportive of choice and continuity. Feedback from people and their relatives highlighted mixed experiences regarding the continuity and consistency of staff. Some individuals expressed discomfort with having multiple carers involved in their support, preferring familiar staff who understood their needs. Comments included: “We do not like the different carers who do not know us. We prefer people who are familiar with us.” “The carers who come regularly are patient and helpful. We have got a good relationship with [staff name] and [staff name], they look forward to seeing them.” And “[Name of person] has three or four carers in their group. They are all very efficient, kind and friendly. They safely transfer them from bed to their chair. They are very confident to do their job.”

The service collaborated with other health professionals involved in people’s care, and staff were informed of any changes to individuals’ health or support needs. Staff described how they worked with people and their families to provide appropriate care, though consistency in staffing remained an area for improvement to better support continuity and person-centred relationships.

The provider ensured that accurate and up-to-date information was delivered in formats tailored to individual needs. They described a structured approach which they applied for every person using the service. Firstly, identifying whether a person has specific communication or information needs, such as large print, Braille, British Sign Language, or interpreter services prior to assessment. These needs were documented in the individual's care record and flagged within the field app so that staff can easily access and act on them. When care is transferred or referred to other professionals or services, this information is shared, typically through tools like communication or hospital passports (this provides vital information about a person’s health, care and communication needs, likes and dislikes to hospital staff.) During care delivery, staff provide information in the appropriate format and offer communication support as required.

The provider shared practical examples of how this approach is implemented and told us, “Individuals with visual impairments receive care plans in large print; those with hearing impairments are supported by British Sign Language interpreters during care reviews. Staff are trained to speak clearly and confirm understanding with clients who have hearing loss.”

The provider demonstrated a commitment to involving people and their families in shaping their care and support. Opportunities to give feedback or raise complaints were embedded into routine practice. Field care supervisors conducted four welfare visits per person annually—two face-to-face and two by telephone—as part of ongoing quality assurance. Additional visits were triggered immediately upon receipt of a complaint. Each visit generated a report, reviewed by the manager and audited monthly to ensure appropriate and effective action was taken.

An annual quality survey was distributed to people using the service, their relatives, staff, and professionals. In the 2024 survey, 86–87% of respondents confirmed they knew how to complain and were satisfied with how complaints were handled. The provider maintained a complaints overview detailing the nature of complaints, actions taken, and outcomes.

Feedback from people and relatives regarding how well the provider responded to concerns was mixed. Comments included, “Even the manager pops in to get our feedback,” and “The office sometimes telephones to ask about the service,” while others said, “Feedback regarding the service is never asked for.” The provider stated, “We remain committed to delivering care that is safe, caring, effective, well-led, and responsive, in line with our person-centred values.” They confirmed the 2025 annual survey was being distributed, with results to be analysed and compared to previous years. An action plan would be developed and reviewed quarterly in leadership meetings.

The provider demonstrated a commitment to ensuring equitable access to care, support, and treatment. People were able to access services in a timely and appropriate manner, with the provider taking proactive steps to understand and respond to the diverse needs of the communities they serve.

Staff received training in cultural competence, enabling them to deliver care that was respectful of and responsive to individual backgrounds and circumstances. The provider acknowledged the barriers that some people face in maintaining their services or achieving their personal goals, including independence. They told us, “We are fully aware of the barriers many people face just to maintain their service or to avoid breakdown of their service and for some, to attain what ‘independence’ is for them.” This approach reflected a person-centred ethos and a clear understanding of the importance of inclusive service delivery.

The service demonstrated a strong commitment to equity by recognising and addressing barriers that may affect both service users and staff. Efforts to improve equality included appointing a dedicated Equality Diversity and Inclusion lead and launching internal communications to raise awareness of challenges faced across the organisation. As a Disability Confident Committed employer, the provider actively works to create an inclusive environment where barriers to participation and progression were reduced.

Staff recruitment practices reflected this commitment, with targeted support provided to individuals facing challenges in meeting onboarding requirements. The provider also offers work experience opportunities to people with learning disabilities, promoting inclusion and meaningful engagement.

Service delivery was tailored to individual strengths and needs. For example, 1 person with physical disabilities was supported to achieve greater independence in cooking through adaptive equipment and multi-disciplinary input, resulting in improved wellbeing and confidence. Another individual living with advanced dementia benefited from personalised care routines based on behavioural insights, leading to reduced distress, stabilised care provision, and a safe reduction in commissioned hours.

Care planning tools included a “Strengths and Assets Map” and an “Activities Plan” to connect individuals with community resources, further supporting equitable outcomes and person-centred care.

Although no one was currently receiving end of life care, the provider demonstrated readiness through established systems and processes that supported early planning and informed decision-making. Staff had completed End of Life (EOL) training, and the provider had recently adopted the Gold Standards Framework to guide early, meaningful conversations.

The provider explained that working collaboratively with people, families, and primary care teams, they use EOL pathway coding to help manage each stage of the dying process. This approach does not predict the timing of death but provides clarity and reassurance. For example, recognising signs such as reduced consciousness or appetite in the final days can help families understand what to expect and reduce unnecessary worry. Early planning, supported by visual coding markers, encourages open dialogue and ensures that peoples’ wishes are documented and respected.