SD Care Agency London

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 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 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive culture at the service.

Staff felt supported, engaged, and aligned with the provider’s mission. Staff told us there was good teamwork and they felt supported by the manager and each other.

Leadership demonstrated appreciation for staff contributions, to promote a motivated and committed workforce.

The staff had regular opportunities to meet with their line manager to discuss their work. The provider organised events for staff working across different branches so they could share ideas and discuss their work. Staff recognition programs, including the Carer Employee of the Month award, acknowledged excellence and encouraged high performance. The provider ensured staff undertook a range of training to help them in their roles.

Employee feedback highlighted a strong sense of belonging and alignment with organisational values. A staff member said, “This team feels like a team…they always say, ‘You can do it’.” The registered manager told us, "For me, our teamwork and the fact that we have very, very good staff is key. Some of them have really good skill sets and can handle complex care and mental health cases. The training we provide is a big part of that, and we spend a lot on educating staff. Keeping staff is a huge achievement.”

The leadership demonstrated compassion and inclusivity through direct engagement with staff and people. Leaders had the skills, knowledge, experience and credibility to lead effectively. Leaders supported their workforce, ensuring a diverse and welcoming environment.

The management team provided practical and emotional support, especially for sponsored employees adjusting to life in the United Kingdom. They addressed staff concerns through regular meetings and feedback sessions.

Staff spoke positively about the management team. Their comments included, “They’re like mother and father that will always guide you” and "My managers are my angels... I don’t mind asking a stupid question, even if I ask 3 times, they will explain to me."

The provider fostered a positive open culture where people felt they could speak up and their voice would be heard. Leadership ensured that employees felt safe to raise issues and contribute to service improvements.

Managers conducted regular supervision meetings, spot checks, and feedback sessions to create open lines of communication. Policies were updated weekly, with clear channels for staff input on procedural changes.

Staff reported feeling heard, valued, felt confident raising concerns and trusted management to act appropriately.

The registered manager stated, "Opinions of colleagues are very important…they can call CQC or whistle blow, which I encourage if they see something wrong." They continued, "If we do something wrong, we have to talk about it and make it right. It’s [the person receiving support] who will suffer if we don’t stand up for what we believe in." A staff member said, “I can call and speak to [managers] any time, even something to say more personal I can always call or text and request to see one of them. They are very open.”

The provider valued diversity in their workforce and worked towards an inclusive and fair culture. They made continuous efforts to promote equality and equity, not only for the people they supported but also for their staff.

The provider took proactive steps to ensure their workforce reflected a variety of cultural, religious, and ethnic backgrounds. The registered manager emphasised that the provider welcomed staff from all backgrounds, promoting a culture of inclusion and non-discrimination. They respected cultural and religious preferences, ensuring that staff members felt valued and supported. The provider’s approach was described by the registered manager as "a chameleon," accepting everyone.

Furthermore, the provider focused on ensuring staff members felt empowered to express their views. New staff were encouraged to speak openly, with an emphasis on honesty and transparency. Feedback from staff was actively sought through anonymous surveys, allowing them to voice concerns or suggestions. This fostered a culture of continuous improvement and mutual respect within the workforce.

The registered manager highlighted, “It is the way it is because of the people that work here.” This quote underscores the provider's ongoing commitment to maintaining a diverse and inclusive workforce where all staff are respected and empowered to contribute fully.

The provider had effective systems for monitoring and improving quality as well as monitoring and mitigating risks.

The provider conducted regular audits to make sure records were up to date. Policy updates were issued three times a week to prevent staff overload and to ensure alignment with regulatory changes.

The provider helped staff set goals during regular appraisal meetings. This helped to make sure there was clear communication and accountability. By matching staff goals with the provider's aims, management improved decisions and how resources were used. The process also helped the provider keep staff and support their development. The structured rota system also ensured efficient staff planning, contributing to long-term stability.

The provider had a range of up to date policies and procedures which reflected legislation and good practice guidance. The registered manager said, “We always emphasise sending notes to staff to remember our policies”. This helped ensure high levels of accountability.

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.

The provider liaised with GPs, district nurses, occupational therapists, and speech and language therapists to ensure people received the necessary healthcare interventions. The service also worked with families to understand individual needs and ensure continuity of care.

The provider demonstrated a commitment to continuous learning and innovation through the development of bespoke systems and structured training initiatives, with a focus on staff development and adapting to people’s needs.

The provider implemented a bespoke digital system, which automated training reminders, tracked compliance, and provided real-time performance insights. The structured induction programme ensured that new employees shadowed experienced staff and became familiar with company processes. Policy updates and systems allowed staff to stay informed on best practices. The provider valued feedback and used it to refine its processes, ensuring that lessons from incidents and challenges were used to improve service delivery. Leadership invested in upskilling the workforce, recognising that well-trained staff led to better outcomes for people

Staff feedback highlighted the benefits of digital systems in improving efficiency. Training completion rates confirmed the effectiveness of structured learning initiatives.