ADM Care Support Limited

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 provider involved people and treated them with compassion, kindness, dignity and respect. This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. Staff demonstrated a consistent kind and compassionate approach to care and support. Feedback from people indicated that staff treated them with respect, and were kind, caring, and attentive in their interactions. One person told us, “Yes, the staff are nice, I have got to know them well. They encourage me with personal care, but I feel I can ask them for help.” We asked the staff how they respected people’s privacy and dignity. A staff member told us, “I maintain people's dignity by respecting their privacy, speaking kindly to them, and always involving them in their care. I treat everyone with respect, regardless of their needs or behaviours.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. The registered manager and staff promoted social inclusion and the physical wellbeing of the people they supported. One person was keen to go swimming regularly, which the staff supported weekly. The registered manager told us, “The person expressed clear joy and excitement, engaging enthusiastically throughout the sessions.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff supported people to be as independent as possible with their daily living tasks. People had support plans in place, which provided staff with a clear overview of their differing needs and the level of daily support required. The registered manager explained that people were encouraged to attend courses at local colleges, which had been a significant achievement for one person. Staff supported this person in planning for the course and organising the necessary transport. People were also offered daily choices about the activities they wished to take part in during their allocated support hours. The staff promoted independence by encouraging people to budget their own money, write shopping lists, meal preparation and when delivering personal care.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff were trained to recognise changes in people’s conditions and respond promptly. People’s support plans included guidance on recognising distress and triggers. A staff member told us, “I took the time to get to know the people I support well and understand their preferences, routines, and communication styles. Building these relationships is important in my role.” Where people had expressed feeling unwell or distressed, the staff were able to provide comfort and support people to seek guidance from health professionals, if required.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care. Staff told us they felt supported, valued and able to perform their roles effectively. A staff member told us, “In my experience, managers and office staff are generally available and approachable.” The registered manager supported the wellbeing of staff, by offering regular praise and encouragement. They explained they aimed to be as flexible as possible with working arrangements to meet the needs of the team. They worked closely with staff to ensure they felt supported in their roles.