Superhealthcare

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.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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 told us that staff were kind, caring and respected them as individuals. One person told us, “I really like the staff. They are very kind to me. They all know me now and they know what I like and how I like it. They help me when I want to do some cooking and take me out when I want to go out. I sometimes get scared when I go out and the staff are really good because they know how to make me feel safe and they said that its ok if I get anxious sometimes.”

People appeared relaxed, confident, and comfortable in the company of staff. Interactions across the service were of a consistently high quality and deeply person-centred, ensuring that individuals felt genuinely valued and included in their environment. On staff member shared, “I support people according to their needs and ensure those needs are safe for them. Most of their goals are to get better soon and be able to take care of themselves.”

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.

Staff understood people’s needs and provided personalised care tailored to each individual. By taking the time to truly get to know the people they supported, staff built positive working relationships that helped everyone feel relaxed and comfortable in their presence. This strong familiarity with personal preferences and daily routines ensured that support was always delivered in a consistent, individualised way.

Communication plans were clear and effective, ensuring everyone could express themselves and make their needs known. Because staff understood each person well and had clear guidance to follow, people could communicate confidently with the team. Furthermore, when required, staff actively and effectively advocated in people's best interests with external partners and healthcare professionals.

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

People’s views and decisions were seamlessly incorporated into their care packages, allowing them to retain full control over their lives and daily choices. The service actively championed individual autonomy, ensuring all care delivery focused on independence, choice, and control. Every care plan defined exactly how staff must support individuals to respect their dignity and privacy while building self-reliance. As one staff member highlighted, "I protect people's dignity and privacy by asking for permission before supporting them." Care staff routinely encouraged people to manage as many aspects of their own routines as possible, maintaining a continuous focus on offering meaningful choices and respecting personal decisions.

This empowering approach was strongly validated by external colleagues and families who witnessed the positive impact on people’s daily lives. One healthcare professional noted, "I have passed through the service and observed staff speaking with individuals with dignity and supporting them with meal preparation." The long-term outcomes of this supportive environment were further echoed by relatives, with the same healthcare professional adding, "One family member informed me that they were happy with how their relative had significantly improved since moving into the Superhealthcare Ltd service."

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.

The service supported people responsively based on how they felt and behaved each day. Because staff knew everyone well, they easily noticed small changes in a person's mood or physical health. Daily care notes showed that staff actively changed daily routines, surroundings, and staffing levels the moment someone became anxious or unsettled. This flexible approach allowed individuals to be supported entirely at their own pace, which reduced pressure and stopped situations from getting worse. Care was quickly adapted as personal needs changed, keeping people comfortable and lowering their anxiety. This fast response guaranteed that people always received care tailored to their immediate needs.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff benefited from a workplace culture that deeply valued their physical and mental wellbeing. The registered manager proactively prioritised staff health by providing robust emotional support systems. For example; the registered manager protected staff well-being and safety by proactively supporting their cultural and religious practices through flexible breaks and regular check-ins. Comprehensive supervisions focused heavily on personal welfare alongside professional practice, with employees telling us they felt genuinely cared for, respected, and highly motivated. This deep commitment to psychological safety ensured a resilient workforce that felt entirely safe to seek help at any time. One staff member told us, “I feel comfortable saying if something could be done better for service users in day-to-day communication and suggesting improvements.” Another shared, “In my experience, management is very supportive and approachable if I need help or want to talk about my workload. The coordinators do a good job of planning things and if there are issues with workload or wellbeing, I feel comfortable raising them. Supervision and team meetings also discuss staff wellbeing;” and “We receive positive feedback from service users, families and managers which helps staff to feel valued in their work.” A further comment included, “Management supports staff well-being and encourages appropriate breaks. We also often have lunch together in the office, which creates a supportive team atmosphere. Management are very supportive and always willing to help.”

The provider actively empowered its workforce through continuous development and tailored coaching. For example, Staff received on-site coaching in positive behaviour support to directly improve care for individuals with learning disabilities. This high-quality training equipped staff with the skills, confidence, and autonomy to deliver outstanding, person-centred care. This investment created a strong sense of shared accountability. Employees felt inspired to take ownership of their roles and introduce innovative improvements to daily care routines. By fully investing in the happiness of the team, leadership maintained a stable, highly skilled workforce that consistently achieved positive outcomes. Staff shared comments such as, “The training is great and helps me with the work I’m doing every day. If I need more training, I can make a request to the registered manager;” and “Through regular communication, support, recognition, and opportunities for development. I feel valued and appreciated;” and “Continuous training and development help us to consistently improve practice and maintain excellent standards of care.”