Supreme Homecare

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.

At our last assessment we rated this key question good. At this assessment the rating has remained as 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.

People received support from consistent care workers who knew them well. People and relatives described staff as kind and caring. One person said, “Staff completely treat me with respect and are very mindful of my dignity during personal care. The carers listened to me, adapted their support if I was experiencing pain and respected my decisions about how care should be delivered.” One relative said, “My [person's] regular carer are excellent and treats her [person] with dignity at all times.”

Staff also extended this respectful and compassionate approach to colleagues and professionals from other organisations, contributing to a positive and collaborative environment. One professional said, “We received quotes from residents during the recent satisfaction surveys. It was clear that residents are treated with respect, their dignity and diversity always preserved. Staff were seen to treat residents with kindness, compassion and empathy.”

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.

Care plans were person-centred and focused on individuals, ensuring people were treated with dignity and respect. They included detailed information about communication needs, interests, cultural backgrounds, important relationships, and preferred routines, all discussed directly with people during assessments and reviews. This approach ensured care was tailored to fit around people’s lives, supporting engagement, positive experiences, and holistic outcomes.

Staff had a good understanding of people’s needs and how to meet them and people confirmed staff understood their needs. Policies were in place around equality, diversity and inclusion and staff received training for this.

Relatives and people consistently confirmed that staff had a deep understanding of individuals’ needs and preferences. One person said, “I had concerns before care started about the possibility of encountering homophobia. The provider had been understanding and supportive. I reported experiencing no discrimination and felt completely accepted by staff.” A relative described the provider as being sensitive to his family's cultural background. Relative explained that [person], who also receives support from the provider, prefers carers from a similar cultural background where possible and said the provider tries to accommodate this request. Relatives also said staff try to provide male or female carers according to people's preferences.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Care plans included information about what people were able to do for themselves and when they required support. This supported people to remain independent and retain choice and control over their care and support.Staff understood the importance of supporting people to maintain their independence and to live at home for as long as possible. People were supported to make choices and informed decisions by staff who knew them well.

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.

Care workers understood the importance of supporting people to maintain their independence

and to live at home for as long as possible. Care workers spoke about how they supported people to make informed choices about how they lived their lives and decide what care would be provide for them.

Care and support plans identified what people could do independently and how staff could assist. This supported people to remain independent and retain choice and control over their care and support.

People were supported by staff to access external health and medical care services as and when required. Staff were aware of peoples’ healthcare needs and knew how to respond to any immediate healthcare emergencies to prevent people from becoming distressed or unwell.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Feedback from staff about the registered manager and operations manager was consistently positive. Staff described the managers as supportive, approachable and highly involved in the day‑to‑day running of the service. Comments included, “Whenever I need anything, I ask the manager and they support me”, and “[Managers both name] always asks how you are and is very supportive”. Staff also told us the registered manager was visible and often worked alongside the team to provide additional help when needed.

The registered manager and operations manager supported staff’s religious and cultural needs through flexible working arrangements. Flexibility was also offered to staff with family commitments or health needs, with duties adapted or flexible shifts implemented where required to promote staff wellbeing.

New staff received a comprehensive handbook outlining the provider’s ethos, philosophy of care, and commitment to respectful language. A buddy system supported new starters until they felt confident in their role. Staff received regular one‑to‑one supervision, and access to training through e‑learning and external programmes.

Staff across roles described pride in their work and commitment to the people they supported. A long-time staff member said, “I love working here” reflecting stable retention and positive workforce experience. The provider had a range of initiatives to support a wellbeing culture which supported consistent, compassionate care for people.

There were a strong organisational commitment and effective action to ensure there was equality and inclusion across the workforce. The provider had implemented a range of initiatives to promote staff wellbeing and recognise good practice. Staff incentives were in place to nominate and award staff who had gone above and beyond in providing quality care to people. Recognising individual contributions helped to promote a positive culture where staff felt appreciated and motivated. Staff told us that seeing their work acknowledged gave them a sense of pride. This in turn supported staff retention and helped maintain a consistent, stable and motivated workforce, which directly benefited the people using the service. Staff told us the training they received was comprehensive and high quality. Staff felt very well supported through regular supervisions, meetings and the training they received.