Ablecross Limited Also known as Ablecross Care Services

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 75 (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 demonstrated a clear and inclusive vision rooted in transparency, equity, human rights, diversity, and engagement. A proactive approach was taken to prevent closed cultures, with regular team meetings, multiple communication channels, and visible leadership fostering openness and inclusion. Staff were encouraged to raise concerns confidently, supported by a Speak Up Guardian and a culture that value feedback and learning from mistakes.

Decision-making was transparent, and staff contributions were acknowledged and celebrated. People using the service and their families were actively involved in care planning and reviews, reinforcing a person-centred approach. Reflective practice and ongoing training ensured staff remained confident and current in their roles. The provider also recognised and rewarded openness and teamwork, reinforcing a culture of continuous improvement and shared responsibility. A member of staff told us, “Staff have noticed we are trying to improve the service; we have got stricter, so staff understand their responsibility and that we need to provide good care. Staff know how to communicate with the senior team and know we will follow this up. We try not to have a blame culture here.”

The provider demonstrated inclusive leadership at all levels, with leaders who understood the context of care delivery and embodied the organisation’s values and culture. Leaders were described as having the skills, knowledge, experience, and credibility to lead effectively, and they did so with integrity, openness, and honesty.

Staff spoke positively about the leadership and management of the service. They were clear about their roles and responsibilities and felt supported in their work. Comments included:
“I feel the leaders have strong communication skills. They explain tasks clearly, provide guidance, and make sure staff understand care procedures. Their knowledge and experience help them lead effectively”, “I feel the service is generally well-organised and well-managed. Rotas are usually planned in advance, care plans are kept up to date, and we have clear guidance on what needs to be done each day. Managers are approachable and supportive, and they are quick to deal with any issues or concerns.” And “The leaders have the right skills, knowledge and experience. They are supportive, approachable and also lead by example. Leaders stay aware by being visible, listening to staff, and holding regular meetings. They act quickly when concerns about poor culture are raised.”

The majority of people/relatives feedback was positive, comments included, “The care staff are thorough. Generally, the administration is friendly, and the service is very good. We give them 9 out of 10 stars”, “Our interaction with the management is good.” And “Generally the management is good. A few months ago, the office sent us a letter with questions regarding the service.”

This feedback reflected a leadership team that is not only capable but also compassionate and inclusive, fostering a positive and responsive culture throughout the service.

The provider fostered a culture where staff felt safe and empowered to speak up, knowing their concerns would be heard and addressed. Staff expressed confidence in the provider’s responsiveness, with one saying, “I’m encouraged to share my views. Concerns are taken seriously, logged, and investigated. Managers are approachable and supportive.” Another member of staff told us, “Leaders remind us that our voice matters. They create an open, non-judgmental environment where we feel comfortable raising issues.”

The provider told us, “At Ablecross, we provide training on professional ethics, safeguarding, and the importance of raising concerns for all staff, reinforcing that open dialogue is valued and expected. We encourage a culture of openness by promoting transparency in communication at all levels and providing opportunities for staff to voice concerns or share ideas during quarterly supervision. All feedback is taken seriously and acted upon. We have clear policies that guarantee confidentiality and protect staff from any form of reprisal. Whistleblowers are safeguarded against retaliation, and staff can submit reports anonymously if they prefer. We also have an external governance team who staff are free to talk to, and we issue a video on whistleblowing, have a freedom to speak up guardian and a whistleblowers policy.”

This open and respectful culture supported staff wellbeing and contributed to a safe, inclusive environment for both staff and people using the service.

The provider actively promoted an inclusive and equitable workplace culture, supporting staff from diverse backgrounds and experiences. Staff received training in Equality, Diversity, and Inclusion (EDI), and the organisation looked beyond disability, recognising the unique contributions of team members with learning disabilities.

The workforce spanned a wide age range—from 18 to 66—encouraging mutual learning and respect. Celebrations of personal milestones, such as weddings and civil partnerships, were embraced, and the team collectively spoke 14 different languages, reflecting its rich cultural diversity.

Support for families was a priority, with the provider offering enhanced wellbeing services and financial gifts for staff undergoing maternity, paternity, fostering, or adoption—going beyond government provisions.

Gender representation was also acknowledged. While national data shows 18% male representation in adult social care roles, Ablecross had 20% men and 80% women in care roles, and a 55% male to 45% female split in office roles.

The provider respected religious beliefs and cultural practices, accommodating time-off requests and flexible shifts to support worship and festival participation. LGBTQ+ inclusion was actively promoted, with the organisation staying informed on current issues and advocating for anti-discrimination policies.

Finally, the provider recognised individuality and supported staff through physical changes, reinforcing that diversity in appearance and identity is valued.

The provider demonstrated clear governance structures, with defined roles, responsibilities, and systems of accountability that supported the delivery of high-quality, sustainable care. Decision-making was informed by reliable data on risk, performance, and outcomes, which was shared securely and appropriately.

Robust quality assurance processes were in place to drive continuous improvement. These included regular audits of care plans, staff performance, training compliance, and adherence to policies and procedures. Feedback from service users, families, and staff was systematically collected through surveys, reviews, and welfare visits. Management analysed this feedback to identify trends, inform action plans, and monitor outcomes.

The provider reported that this ongoing cycle of evaluation supported high standards and ensured the service continued to meet the needs and expectations of those receiving care. A newly appointed nurse governance lead now works alongside the quality assurance lead to embed learning and strengthen oversight.

Ablecross Limited demonstrated a clear understanding of its duty to collaborate and work in partnership, ensuring services operated seamlessly for the people receiving care. The provider actively engaged with a wide range of stakeholders, including health professionals, local authorities, commissioning bodies, family members, informal carers, and voluntary and community organisations.

Support from these partners was accessed through structured and formal processes such as scheduled meetings, care reviews, email updates, direct communication, and partnership agreements. This collaborative approach enabled the service to maintain continuity and consistency in care delivery.

Multidisciplinary team meetings were convened when required, and shared care planning and reporting procedures were in place to ensure that individuals received coordinated and effective support. The provider also demonstrated a commitment to improvement by sharing information and learning with partners, fostering a culture of openness and continuous development across the service.

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.

Systems and processes supported ongoing learning and development, including regular training sessions, team meetings, and supervision for both staff and managers. Lessons learned from incidents, safeguarding concerns, complaints, and other events were shared with staff to improve practice. A service improvement plan was in place, regularly reviewed and updated to reflect progress and learning.

Feedback from people, relatives, and staff was actively sought through surveys, with responses used to inform service development.

Policies and procedures were in place to guide staff and were regularly reviewed to ensure alignment with current legislation and best practice. During our site visit, the senior leadership team responded promptly to feedback, including updating care plans and ensuring monitoring records accurately reflected the care provided.

The service recently began implementing a new electronic medicines system, transitioning from paper-based records to enhance safety, accuracy, and efficiency. This digital approach aims to reduce medication errors, streamline workflows, and provide real-time information. The registered manager shared that the long-term goal is to enable people and/or their legal representatives to access their records, offering greater transparency and up-to-date insights into their care.