Servoca 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 service 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 newly registered 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.

The provider 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.

The policies and procedures for the service were all framed to encompass and emphasise the expectations people could have about the service. This was understood not only by the provider but the care staff team.

In their feedback, a member of the care staff team told us “Yes, I am informed about changes and developments within the service, including additional training and improvements.”

In March 2026 the provider commissioned an independent quality audit review by an external organisation. In all outcome areas the service was rated as good, with outstanding in the area of Well-Led.

The provider was open with sharing the organisational values with people using the service and others whilst demonstrating this in their day-to-day work with people.

The provider 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.

The provider was knowledgeable about effectively managing the service. They were open and did not hesitate to share, on a need-to-know basis, information about the service performance and events with CQC and others who needed to know. People using the service, relative’s and commissioner’s (If applicable) views were sought and surveys were undertaken. A care worker told us “Yes, I believe management listen to feedback and ideas from staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a range of policies and mechanisms to enable people, relatives, stakeholders and staff to share their views. This was enhanced through personal contact by the registered manager and clinical lead nurse, surveys and regular communication with people.

The provider told us they promoted communication and did not put barriers in place to prevent anyone from sharing their opinion about the service, whether positive or negative. This was confirmed in the feedback that a care worker provided.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had policies and procedures in place which meant staff were recruited fairly. They sought a mixture of backgrounds and skills that would meet the needs and enhance the lives of the people they supported.

The feedback that we received from a member of the care staff team was highly positive and reflected their belief that Servoca was an inclusive organisation. Their views reflected a belief that they felt valued and supported by the provider to develop their professional skills not only through training but sharing experiences and sharing ideas as a team.

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Overall service performance was monitored through periodic internal audits, quality assurance reviews, and management meetings. During these, key performance indicators, incidents, and feedback were evaluated. The provider sought feedback from people using the service, relatives, staff and stakeholders to support continuous improvement.

We were provided with the outcomes of satisfaction surveys for people using the service in Mid-2025 and early 2026. The responses provided did not raise any concerns about the quality of the service, on the contrary, the feedback the organisation received was highly positive.

There were clear lines of accountability for everyone working for the service, not just in terms of arising concerns, but also the day-to day care provided.

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.

Each person using the service received support for 24 hours a day, every day. Care staff were able to acess supportthroughout each day from the manager and other senior staff if they needed advice about the complex care needs of the people they supported.

The provider 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. They actively contributed to safe, effective practice and research.

They policies and procedures we were shown and care and oversight documents we reviewed demonstrated a culture of continuous learning from events and making improvement.

We were provided with the record of complaints and other incidents, including safeguarding concerns. No safeguarding concerns had been reported in the last twelve months. The care staff team, which a care worker confirmed, held regular meetings which included discussion on areas of care practice and improvement.