Superhealthcare

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. At our last assessment we rated this key question good.

At this assessment the rating has remained 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.

The provider ensured support was deeply person-centred, tailored entirely to individual choices and diverse needs. Care plans were highly detailed and focused on the individual. They fully integrated each person's protected characteristics, cultural preferences, religious beliefs, and communication needs. People confirmed that staff listened to and acted upon their preferences, such as matching them with care workers of their preferred gender. Both people and their relatives described care built around what mattered to them most, allowing them to remain in control of their routines, activities, and daily lives.

The registered manager responded quickly to people's changing requirements to maintain this personalised support. Relatives expressed high confidence in the office team, describing them as approachable, proactive, and quick to act. One relative told us, “They can make adjustments to shifts at short notice, for example, when none of the family are available, they will arrange for cover with minimal warning.”

Review processes were structured and ongoing, ensuring care plans stayed closely linked to people’s personal goals. Staff worked collaboratively with individuals and their families to agree on adjustments whenever needs changed. This updated information was immediately shared across the team, ensuring consistency and keeping the individual at the centre of how their care was delivered.

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 registered manager works in close partnership with external health and social care professionals, including district nurses, social workers, and GPs, to coordinate visits and deliver a seamless service. This active collaboration ensures that external medical support is joined up and fits around each individual’s choices, daily routines, and clinical needs. Alongside this professional network, the service placed a high priority on consistent internal staff scheduling, ensuring that people routinely received support from the same team members wherever possible. This dual focus on external partnership and internal consistency prevented any disruption to care, allowing staff to develop a deep understanding of personal preferences, and helped service users build trusted, positive relationships with a familiar care team.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The registered manager made it easy for people to find and understand information about their care, safety, and how to raise any concerns. Staff tailored their communication to meet individual needs, providing written materials in accessible formats that fully complied with the Accessible Information Standard. While keeping information open and inclusive, the team strictly respected privacy and protected personal data.

People and their families are always kept up to date about any changes to their support. One relative highlighted this collaborative approach, sharing, “The Care Plan is in a folder in the house. If anything different has to be done e.g. regarding the catheter, or calling the doctor, they keep me in the loop. Between us we get things updated."

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.

The service has a welcoming culture where managers and staff listen closely to people, relatives, and external professionals. Everyone is actively encouraged to share their opinions on the care provided, and this feedback is directly used to improve the service. One staff member told us, “If a person or their family wants to make a complaint I listen carefully, stay calm and take their concern seriously. I don’t try to sort out formal complaints myself; I tell them how to raise it and report it to the care coordinator or manager following company procedures. For example, a relative was once worried about the timing of visits. I listened, assured them I would pass on their concern and made a report to the office for their review. This will make sure concerns are dealt with properly and professionally.”

People and their families found the management team approachable and felt completely comfortable raising any issues or concerns. Regular meetings and check-ins gave everyone a voice, while the registered manager worked alongside staff to resolve any problems quickly and proactively. Records proved that complaints were thoroughly investigated and handled well. Instead of just fixing a problem, the provider used complaints as opportunities to learn and make the service better. This open atmosphere was backed up by a relative who shared, "I have no worries about the service and if I did, I would talk to the manager” whilst another told us, “I don’t know what they can do better.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The registered manager regularly checked and reviewed care packages to make sure they always matched each person's current needs. Frontline staff stayed in constant contact with the management team, meaning any changes in a person’s health or wellbeing were spotted and acted on right away. Team members also worked closely with external healthcare professionals to deliver joined-up, well-timed support. When extra help is needed, staff actively assisted people to access outside health and social care services. This teamwork prevents gaps in care, keeps everything running smoothly, and ensures that support always adapts around the individual.

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.

The service uses clear and effective systems to make sure people get the exact support and resources they need to live life on their own terms. Staff have a great understanding of everyone’s unique backgrounds and focus entirely on providing inclusive, person-centred care. Because equality is a major priority, people are fully supported to make their own choices without facing any barriers. The feedback from people and their relatives was completely positive, with people sharing that they are treated fairly, respectfully, and in line with their personal wishes. Most importantly, the service created a safe and welcoming environment where no one had experienced any form of unfair or unequal treatment. One staff member told us, “I work with equality and diversity principles and ensure care is based on individual need not assumptions. I would report any unfair treatment, missed visits or gaps in care delivery to the care coordinator or manager straight away so it can be addressed and put right. I also document any concerns clearly on care records.”

People expressed long-term loyalty and extreme satisfaction with the overall quality of the service. A person told us, “I rate this company highly and will stay with them for life. 10/10.”

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 ensured that people’s plans for important life changes were thoroughly and consistently documented, giving staff clear guidance to support future decision-making when required. Care plans feature dedicated sections for individuals to record their personal preferences, wishes, and Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) status. This person-centred documentation is supported by an end-of-life policy that guides staff practices during sensitive times.

To deliver this care safely and respectfully, staff completed mandatory end-of-life training covering dignity, comfort care, pain management, communication, and family support. Staff feedback confirmed this training is highly effective, with team members sharing that it gave them the understanding and skills needed to provide gentle, compassionate, and deeply respectful care when it mattered most.