SRP Homecare Ltd

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 newly registered 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 68 (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 embedded these core values into daily operations where staff at all levels felt valued, empowered, and aligned with the service's long-term goals. Open communication channels ensured that any decisions were made collaboratively, allowing the team to adapt to the evolving needs of the people they supported. This unified approach not only strengthened team unity but also built trust with the local community, ensuring that care and services were delivered with dignity, fairness, and a deep respect for individual differences.

Staff shared comments such as, “It is a small company but the value they give to us carers is 100%. They really go out of their way to help us and be there for us. I am so happy with them” and “Caring can be a demanding job, so it’s important for staff to feel supported as well as making sure we are supporting the people we care for. I genuinely enjoy my job.”

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 regularly met with staff to understand their daily challenges. They created a safe and supportive workplace where diversity was celebrated and staff felt confident to speak up or raise concerns without fear. By keeping a close eye on risks and listening to feedback, the registered manager made sure that safety and care quality remained high. They also gave staff the right training, support, and encouragement to do their jobs well, creating a positive environment where everyone worked together to deliver the best possible care for people. This strong leadership ensured the people they supported received safe, compassionate care from a well-supported team that treated every individual with dignity.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff and families felt confident to voice their views because the provider maintained a supportive culture with an accessible and responsive management team. Staff praised the positive team culture and felt comfortable raising issues through both formal and informal feedback channels, which empowered them to suggest real-time improvements to daily routines. Staff shared, “I am happy with the support I receive from the agency; I feel that I can raise any concerns and they are listened to” and “If I have any questions or problems the [registered manager] always tries to work it out. it’s a smooth process.” The management team actively listened and acted on this feedback to keep care consistent and well-coordinated, earning praise from people and their relatives. One relative noted, “When I flag any concerns we decide how to address them and I’m confident they are addressed,” while another added, “Anything we raise is dealt with, without question."

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 actively promoted equality, diversity, and inclusion across the entire team, ensuring all staff were treated fairly and equitably at every stage of their employment. Policies and clear processes protected staff human rights and guaranteed fairness from initial recruitment through to career progression. Driven by a commitment to these values, the registered manager promoted respect and inclusion, helping people feel safe, supported and valued. Staff praised this inclusive culture, telling us that it directly boosted team morale, enhanced their overall well-being, and increased job satisfaction. This supportive environment empowered staff to deliver compassionate, culturally competent care that met the diverse needs of the people they supported.

The provider did not always have clear roles, systems of accountability or effective governance. They did not always act on the best information about risk, performance and outcomes.

The provider had governance arrangements, audit templates and systems in place to monitor the quality and safety of the service. While the registered manager completed regular checks, including audits of medicines records, and responded promptly to concerns raised during the inspection, checks to monitor the quality of care needed to improve. Existing audits had failed to identify care documentation discrepancies, recruitment record gaps or instances where staff supervision actions required clearer follow-up and closure. Additionally, the provider did not always meet legal requirements, as some safeguarding incidents had not been notified to the CQC as required.

This shortfall occurred because the registered manager retained significant responsibility for both day-to-day operations and quality assurance. To strengthen accountability, the registered manager needs to delegate appropriate operational tasks to senior staff. This would give the registered manager more time to check the quality of care, identify patterns and make sure improvements are completed. Encouragingly, the registered manager was highly receptive to feedback, took full responsibility for these shortfalls and acted promptly to begin making improvements.

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’s care and support plans showed the service worked closely and effectively with other health and social care professionals. The management staff were proactive in making timely referrals whenever someone needed extra support or specialist medical help. To ensure continuity, any guidance or advice received from external specialists was documented and actively shared with the immediate care team. The registered manager also communicated clearly and regularly with these external teams to coordinate and plan daily care routines. This joined up approach helped people move between services smoothly, without having to repeat their stories, and ensured their care continued to meet their changing needs.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. However, 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.

Although staff had limited opportunities to meet as a team, share learning, and reflect on their practice, they felt well supported individually and were eager to adopt better ways of working. Additionally, while clear, recorded action plans were not always established following mistakes, the registered manager responded positively to our findings and took swift action to implement improvements.