Tania Brown Limited

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 outstanding. At this assessment the rating has remained outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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.

Tania Brown had a clear set of aims, visions and values which were clearly communicated to support workers and case managers, with the expectation these would be upheld. The core vision was ‘putting clients at the centre and changing lives’, with values being ‘client first’, ‘professional practice’, ‘working together’, ‘quality’ and ‘best outcomes’.

The registered manager told us the service strove to provide compassionate, person-centred care, whilst working collaboratively with others, and always focusing on achieving the best possible outcomes for clients. We were informed these visions and values were discussed when setting goals and during supervisions.

We asked support workers and case managers about this. Comments included, “I am aware of the aims, vision and values of the service. To put clients first, to ensure ongoing professional practice through training and supervision, to working together to provide high quality for the best outcomes for clients. These values were discussed through induction, training and supervision” and “We are reminded to always put the individual at the centre of their care and to support them in a way that respects their rights and preferences.”

Tania Brown Limited had received the Investors in People Gold Award in 2023 and had maintained this since. Documentation linked to this commented on the reinforcing of core values, and the steps taken by the provider to ensure this had been done successfully.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

We received a number of extremely positive testimonials about the management of the service from external professionals who worked with them.

Professional’s comments included, “One of [registered manager’s] strengths is she treats everyone from the wider support team the same, no matter what profession they represent. She ensures front-line staff; our support workers are heard. The support workers have suggested things and problem solved, and [registered manager] has embraced this and listened to them” and “Having worked with Tania Brown Limited over several years, I have confidence in the quality of their service and the valuable input they provide to clients. I have found them to be reliable, responsive, and consistently focused on what is best for the client. [Registered manager] is honest and will challenge others if she feels something is not in the best interests of the client. She wants to ensure all clients are safe and receiving quality person centred care.”

The registered manager worked closely with the clinical lead, to ensure continuity of care and that staff and professionals were supported. A professional told us, “The service is well-led. When [registered manager] is on leave, [clinical lead] is always available to advise and provide support.” A case manager stated, “I am very confident in the service that Tania Brown Limited provides, in particular [clinical lead] and [registered manager] who both go the extra mile to do what is right for clients and support us as case managers diligently.”

Case managers acted as the line manager for the support workers or personal assistants who supported their clients. Feedback about their management style and leadership was equally positive. One support worker stated, “I do feel supported in my role. I feel I can go to my manager if I need advice or guidance. I know she will listen and help me find solutions and answers. I feel able to raise concerns with her.” Another support worker said, “I feel the service is well led and managed. The leadership team are approachable and supportive. I feel able to contact them if I need guidance or have concerns.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Case managers commented on there being a positive culture at the service and they were encouraged to speak up. One told us, “It has a lovely culture. It is quite small and very bespoke. I know it is part of a larger organisation but the fact that Tania Brown Limited (TBL) retains its identity is so important. We don’t get lost in the larger corporate organisation but are supported by them. In TBL I am able to speak up and challenge any decisions.”

Another case manager shared a situation with us, which demonstrated how people’s needs were paramount, and how the culture of encouraging staff to speak up lead to a positive outcome. Whilst managing a package of care for a client they discovered poor practice within the care team employed. This was the largest package of care TBL held and brought in a lot of money. The case manager reported concerns to the local authority involved and informed TBL management they could no longer work as case manager on this package of care as they had lost trust in the care team. Rather than insist they continue, due to the financial implications, they listened to the concerns and supported the case manager with safeguarding meetings and to hand over the package to another case management company. The case manager told us, “I felt listened to, validated, and most importantly that TBL valued excellence and quality of care over income.”

The service had a speak up guardian, with details about this contained within the staff handbook. Staff also had access to a confidential whistle-blowing service, which was independent of both Tania Brown Limited and the Active Care Group. This ensured staff had a safe and confidential place to raise concerns.

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.

Training in equality and diversity was part of the provider’s mandatory training list. The service also had an equality and diversity champion, who ensured the service fostered an inclusive environment where everyone was treated equally and fairly. The role included challenging discrimination, developing policy, providing training, education and support.

Case managers told us they felt included and treated fairly. One stated, “I really enjoy working at Tania Brown Limited. I feel valued and that I have autonomy to make decisions for my clients. My managers are supportive and do not micromanage me. They may challenge my decisions but that is good as it means that we are debating what is best for the client.”

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.

A range of audits and quality monitoring processes were completed on a weekly, monthly and less frequent basis. Although operated as a separate entity, Tania Brown Limited utilised Active Care Group’s (ACG) audit documents and had access to their quality team, who provided ongoing oversight. An online audit system was used, which consisted of a wide range of questions which required a response, each audit area was also scored and additional comments added where required. ACG monitored audit completion, to ensure these were completed timely, and would follow up with management if any compliance scores were lower than expected.

Alongside ACG audits, the management of Tania Brown Limited completed additional quality monitoring and checks. Quality meetings had been held quarterly to support the audit process. Oversight was also supported through the completion of clinical supervision with case managers, which reviewed people’s care, ensured all required documentation was in place, support was being provided in line with assessed needs, support workers were up to date with training and supervision, and people’s goals were being set and achieved.

New roles had been developed within the service to support operations and management, and governance. These included an operations manager and administrator.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

People who worked with the service were very complimentary about how they collaborated and supported partnership working. All professionals referenced having positive working relationships with the service. They spoke about how effectively multidisciplinary team meetings were chaired, with everyone afforded a voice and free to share opinions, regardless of role or experience.

A solicitor told us, “Based on my experience, Tania Brown Limited (TBL) works openly and constructively with us when issues arise, including safeguarding concerns or incidents. Matters are taken seriously, communication is timely, and appropriate actions are identified and implemented. TBL works cohesively with me and with other professionals involved in my clients’ care. They demonstrate a good understanding of the wider multidisciplinary context and engage appropriately with case managers, clinicians and support services to ensure care and support plans are coordinated, proportionate and responsive to changing needs.”

Another professional told us, “It is a pleasure working with TBL as they have the same values as we do, respecting people with dignity, enabling people to have opportunities and live an ‘ordinary life’ in their community.They value their workforce and partners, listening and respecting other people’s views, skills, and knowledge.

A large percentage of the support workers and personal assistants had already been in position, when TBL took over case management responsibilities. However, those we communicated with, told us the transition process had been positive, and they had learned a lot. One stated, “Personally it has been quite a change for the team and a lot of work, as we meet compliance, but the transition has been handled really well. My line manager has made me feel supported and I hope my practice has improved."

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.

A variety of approaches were used to share learning and drive improvements. Case managers completed monthly reports, which provided an overview of the person’s care, what had been successful and what still needed to be worked. These included goals for the future and areas for improvement. Team meetings were also held with support workers and personal assistants. These were used as a forum for reviewing the person’s care, how things were going, sharing feedback from professionals involved and discuss any learning.

The provider completed governance meetings, which covered a range of areas including people’s health, management of accidents and incidents, care, medication, governance, closed cultures and updates on any ongoing projects.

The provider created and circulated staff newsletters on a quarterly basis. As well as providing information on the business, they also provided updates on clinical and quality matters, key themes from incident and accidents and lessons learned. Case managers were often asked to share a case study or an example of an issues or situation they had dealt with recently, which acted as a learning exercise for their peers.

Actions from audits completed were listed on the initial page of the provider’s online audit system. This allowed for easy oversight of what had been worked on, and what still needed to be actioned. The service also used a Service Improvement Plan, which had been used to document all actions or areas for improvement over last 5 plus years.

Active Care Group’s safety incident oversight panel meet weekly to review care related safety incidents across all of the services within their portfolio. A newsletter was then created to share any learning. The management at Tania brown Limited, ensured this information was circulated to key staff, including case managers.