ADM Care Support Limited

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.This is the first assessment for this service. This key question has been rated 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 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 registered manager and staff shared clear values focused on delivering person-centred care and promoting independent living. The registered manager demonstrated a passion to provide person centred care, with a vision to expand the service. It was clear that staff shared the registered manager’s vision. We asked the staff about how they thought the service did well. A staff member told us, “I believe the service does well in providing person-centred care and ensuring individuals are actively involved in their support. There is a strong focus on respecting people’s choices, dignity, and independence, as well as involving families, carers, or advocates where appropriate.”

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 had a clear understanding of people’s needs, and they strived to improve people’s lives. There was clear evidence the provider had a strong understanding of person‑centred care and ensured staff had appropriate guidance and support to deliver care in line with people’s individual needs. A staff member told us, “I have personally seen how the registered manager goes above and beyond to provide proper care. It is heartwarming to see the level of commitment, and everything is carried out in line with people’s wishes.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Clear systems were in place to support this, including whistleblowing and raising concerns policies. Staff received regular supervision and had access to frequent team meetings, providing opportunities to raise concerns and reflect on practice. Staff told us they felt comfortable to raise any concerns to the registered manager. A staff member told us, “I would raise them as soon as possible with my manager, either verbally or in writing, following the service’s procedure. Concerns are treated confidentially where possible unless safeguarding requires escalation. If needed, I could also raise concerns externally.”

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 service had a diverse workforce who were committed to providing high-quality care. The registered manager promoted an inclusive and holistic approach to care and was supportive of the workforce. They demonstrated a clear commitment to ensuring that both staff and people’s cultural needs were respected. The staff supported people to attend places of worship and had a good understanding of people’s cultural preferences. The registered manager promoted an inclusive workforce who supported each other.

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 provider was also the registered manager of the service and was actively involved in the day-to-day running. They worked closely with both people using the service and staff. Effective governance systems were in place, including a regular programme of weekly and monthly audits. These audits covered areas such as people’s support plans, medicines records, health and safety, and staff records. Where any shortfalls were identified, appropriate action was taken. The registered manager had a business continuity plan in place, which contained information about contingency plans in the event of an emergency.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. People were supported by a range of professionals to meet their needs, with timely referrals made where additional support was required. Records evidenced effective partnership working with external professionals, ensuring people remained at the centre of their care and support. Feedback from professionals about the service was positive. A professional told us, “They joined me and the patient for a series of sessions in the community before they were discharged. Over this time, they gradually took over the facilitation of sessions in preparation for when they would be working with the patient independently.”

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. There was a clear focus on continuous learning and improvement. For example, the registered manager told us they had reflected on a previous admission where, despite assessments and a transition period, they were unable to meet the person’s needs. They considered how outcomes could be improved in future. Although no internal failures were identified, staff were given time and opportunities to reflect on the experience. The registered manager demonstrated a strong commitment to supporting people and enhancing their quality of life.