SCA Care

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. 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 service 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. Processes were in place to promote equality and diversity for the people the provider supported and the staff team. We saw examples of how people had been supported to retain their independence and reduce reliance on health and social care systems and saw how staff were supported to keep well. The provider worked closely with the local authority to understand local issues and had been successful in piloting projects to support people to remain in their own home.

The service 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. Staff told us the provider trusted them to fully complete their role and have accountability for their actions. Staff explained they trusted each other and the management team who were knowledgeable and visible. Staff were fully aware of people’s needs and how best to support them. Staff told us communication was very good throughout the service, and they were continually kept up to date which information relating to the care and support of people and the wider organisation. A member of staff commented, “The management team are approachable and there to listen to you. Additionally, I have just come into a slightly different role, and I feel I have been really well supported to progress within my position. As well as that the communication between myself and the management team is good. I don’t have any negatives to share about the staff or management.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt fully confident to speak up and raise any concerning information with managers, safeguarding teams and commissioners. There was a culture of openness and transparency, and staff told us they would always be supported even if something had gone wrong and it was about learning what they could do better. Staff felt valued and were confident they would be listened to. A member of staff commented that they had shared some concerns with the management and experienced a positive outcome.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff were engaged and felt empowered to work autonomously and with confidence. Staff were able to contribute to staff meetings and supervisions and were confident they would be listened to. Staff felt valued by the provider. There were policies and procedures in place which underpinned the importance of the fair and equitable treatment of staff and the well-being of the workforce.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Staff understood their roles and responsibilities. Staff and the management team understood the importance of reporting any changes to people’s wellbeing. Staff kept detailed records of the support people had received. There were robust governance processes in place to monitor and improve the service in relation to the management of medicines, staff training, competency assessments, infection control and timekeeping. Where audits identified shortfalls, any actions were implemented and reviewed. There were security measures in place to ensure all electronic information was stored safely and securely.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. One external professional commented, “SCA underwent our internal quality assurance process in Sept 2023 and Sept 2024, both audits resulted in an Excellent outcome. There are no known concerns with their contract performance. They always get involved when we hold engagement events and contributed to our Home Care strategy. There has been some recent staff changes at manager and senior levels, and I look forward to meeting the new registered manager soon.”

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people Staff and the management team ensured people, and their families were involved and listened to. People supported were continually asked for feedback to assist the provider in reviewing where any improvements could be made. Staff and the management team maintained robust oversight of all systems to support people effectively and keep them safe.