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.

This is the first assessment for this 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.

The provider delivers person-centred care tailored to individual choices, cultural preferences, and communication needs, allowing people and their relatives to remain in full control of their daily routines. The registered manager and staff respond quickly to changing requirements, working collaboratively with families to regularly review and update care plans across the workforce. External healthcare professionals expressed high confidence in the service, noting that staff made prompt reasonable adjustments and escalated concerns in a timely manner. This proactive teamwork prevents the deterioration of individuals' mental health and wellbeing, ensuring consistent care that keeps the person at the absolute centre of delivery.

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 worked in close partnership with external health and social care professionals including district nurses, social workers, and GPs to ensure a seamless, well-coordinated service. This active collaboration guaranteed that external medical support was joined up and adapted around each individual’s choices, daily routines, and clinical needs.

Alongside this professional network, the service prioritised internal staff scheduling to ensure consistency of care. People routinely received support from the same team members, which prevented disruptions and allowed staff to develop a deep understanding of personal preferences. This dual focus on external partnership and internal consistency helped individuals build trusted, positive relationships with a familiar care team, significantly enhancing their overall stability and well-being.

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

The provider ensured compliance with the Accessible Information Standard (AIS) is a set of guidelines that ensures that individuals with disabilities, impairments, or sensory loss can access and understand information about NHS and adult social care services. It is mandatory for all organisations providing publicly funded NHS care or adult social care to comply with this standard. By identifying, recording, and meeting individual communication needs. Staff took the time to check understanding and explain care options at a personalised pace, promoting choice and independence. Essential documents, including the complaints procedure and safeguarding guidelines, are actively produced and distributed in accessible formats like easy-read and large print. Additionally, the service maintains an open, consistent, and timely flow of information with families, keeping them fully updated on any changes and positioning them as key partners in the care planning process. This meant people benefited from more consistent, responsive care because their families were kept fully updated and could advocate effectively alongside them.

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 maintains a welcoming culture that actively uses feedback from people they support, relatives, and professionals to drive service improvements. Through regular house meetings people are given a meaningful voice to share ideas and directly influence decisions about their home, with management keeping them fully informed of any changes made.

The management team is highly approachable and proactive, ensuring that concerns are resolved quickly and viewed as opportunities for learning. Staff are well-equipped to support individuals with feedback, with one team member sharing, "I will help a person to make a complaint by speaking to the management informally about the issue." Records confirmed that all complaints were thoroughly investigated, handled professionally, and used constructively to continuously strengthen the quality of support. This meant people felt valued and respected because they could see their feedback being actively listened to, acted upon and followed up by the management team.

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.

People experienced a safe, deeply welcoming environment where their individual backgrounds were truly understood, enabling them to live life on their own terms. Because the service positioned equality as an absolute priority, individuals were fully empowered to make their own choices without facing any barriers. This inclusive, person-centred approach successfully removed obstacles to independence, ensuring care was always delivered in total alignment with each person's unique lifestyle and wishes.

The positive outcomes of this support were strongly reflected in the feedback from both individuals and their relatives. People reported that they were consistently treated with fairness, respect, and dignity by the staff team. Most importantly, the service's robust processes guaranteed that no one experienced any form of unfair or unequal treatment, directly resulting in an environment where people felt completely secure, valued, and in full control of their daily lives.

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 featured 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.