SRP Homecare Ltd

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.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s diverse needs were respected and fully integrated into their care planning. Assessments detailed how to support each individual, providing comprehensive information regarding their protected characteristics alongside any specific cultural, religious, or communication needs. People confirmed their personal preferences were listened to and acted upon, such as being able to choose the gender of their care workers.

This responsive approach directly improved outcomes for service users, helping them feel safe, respected, and valued. Because the office staff and registered manager were approachable, visible, and proactive, relatives felt entirely confident that any changes in need would be addressed immediately. The registered manager’s deep personal knowledge of each person they supported fostered strong, trusting relationships, ensuring people felt genuinely cared for and lived their lives with dignity and comfort.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The service worked collaboratively with external partners to deliver joined-up, flexible care that supported choice and consistency. Staff maintained professional relationships and communication pathways with local healthcare teams and community professionals. This collaborative approach ensured that vital health information followed individuals seamlessly through their care journeys, minimising disruptions. Staff worked well with healthcare professionals to meet people's changing needs. This helped improve people's health and reduce avoidable hospital admissions.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The service maintained an embedded culture of accessibility and inclusion, achieving full compliance with the Accessible Information Standard (AIS). AIS is a mandatory legal requirement in England that ensures people with disabilities, impairments or sensory loss receive health and social care information they can easily understand. Robust systems were in place to assess and record individuals' unique communication requirements directly within their care plans, giving staff clear guidance to refer to. The registered manager demonstrated the capability to adapt and produce information in a wide range of formats or languages tailored to immediate individual needs. Consequently, people, their relatives, and the staff team had consistent access to clear, accessible information that was stored securely.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment, and support. Staff involved people in decisions about their care and told them what had changed as a result.

People and their relatives confirmed they understood how to raise concerns or complain if they were unhappy with the service. The provider maintained a clear complaints policy and procedure, ensuring information on how to give feedback was easily accessible. This was supported by a digital messaging platform linking individuals, carers, and management, allowing concerns to be raised and resolved swiftly. The registered manager actively viewed feedback and complaints as positive opportunities to learn and drive continuous service improvement.
This meant service users could feel empowered and securely involved in their care, reassured that their voices were valued and that any concerns would be addressed efficiently.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Care and support packages were routinely monitored to ensure they stayed appropriate for people's changing needs. Staff maintained regular contact with the management team and worked collaboratively with other health and social care professionals. This teamwork allowed staff to spot and respond to changes in people's needs promptly. Staff also actively supported people to access external health services when required, promoting continuity of care. This meant service users could get the exact care and professional treatments they needed without delay, effectively removing barriers and protecting their overall health.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Effective systems and processes ensured people could access necessary support and resources without discrimination. Staff demonstrated a strong, practical understanding of individual needs, actively promoting inclusive and person-centred care across the service.

Feedback from relatives confirmed that their loved ones were treated fairly and supported in strict alignment with their personal needs and choices. No incidents of unequal treatment or discrimination were reported. This meant people could live exactly as they chose in an environment where their diverse backgrounds were fully respected, minimising the risk of institutional bias or unfair barriers to care.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider demonstrated a sensitive, proactive approach to anticipatory and advance care planning. The registered manager initiated meaningful conversations with people and/or their relatives, ensuring personal wishes, spiritual needs, and future care preferences were explored and documented. Processes were in place to ensure people's specific choices and future directives were clearly understood and respected across the staff team. This meant people could feel in control of their future, reassured their care would remain entirely aligned with their personal choices as their needs changed.

Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) statuses were clearly recorded and flagged across the services care files. This prompt flagging system ensured homecare staff were fully aware of people's wishes, minimising the risk of inappropriate emergency responses.