Your TL Homecare

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

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 requires improvement, and there was a breach of regulation in relation to governance. At this assessment the rating has changed to good, and the provider is no longer in breach of regulations: 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 clear vision and set of values focused on compassion, dignity, respect, inclusion and continuous improvement. Staff were expected to work in line with these values and recruitment, supervision and development processes reinforced a positive culture. The provider promoted openness, learning and person-centred care throughout the organisation.

Information about the service, how care was delivered and how people could raise concerns was readily available detailed in the service user guide. Policies and procedures promoted equality, dignity, inclusion, safeguarding and a positive culture.

Staff development was prioritised through structured career progression opportunities, including a registered manager progression programme and leadership qualifications.

Feedback from people, staff and professionals was positive and there was evidence of partnership working to support positive outcomes. The provider recognised the importance of continuing to strengthen governance systems as the service developed and grew.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

A clear management structure was in place with oversight from the registered manager who was supported by their management team.

Leadership development was a particular strength, with succession planning in place and staff supported to complete leadership qualifications and progression training programmes including the NVQ level 3 and 4.

People, relatives and staff feedback regarding management was positive. Comments received described the registered manager as approachable, visible and responsive to concerns raised. One person told us, “The manager has been out to us and is extremely good. They are easy to get hold of and they listen to us and they act on it.” Another person said,” The registered manager’s approach means they make time to talk and listen and is loving and caring.”

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

The provider encouraged people, relatives and staff to raise concerns. Whistleblowing, complaints and safeguarding policies outlined clear reporting routes and protections for those speaking up.

Staff meetings and supervision sessions provided regular opportunities for discussion, internal challenge and reflection of practice.

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.

Policies supported equality, diversity and inclusion and outlined expectations for staff regarding respectful and equitable practice.

Staff received relevant training and were supported through supervision, appraisal and ongoing professional development.

Recruitment processes promoted safer recruitment through robust checks and risk assessments where required.

There was evidence that staff wellbeing was considered, including actions taken during periods of extreme weather to support staff safety and welfare.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Following the last Care Quality Commission (CQC) inspection in November 2022, the provider had strengthened governance systems to monitor quality, safety and performance. Regular audits covered care planning, medication, safeguarding, accidents and incidents, infection prevention and quality assurance. Action plans were used to monitor progress and completion of identified actions.

Business continuity arrangements, emergency planning and on call systems supported continuity of care.

Staff performance was regularly monitored and discussed during supervisions. Staff were encouraged to access additional training to enhance their knowledge, skill and confidence, as well as continually driving improvement of the standard of the service.

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 worked effectively with health and social care professionals to support people's outcomes. Positive feedback from an Occupational Therapist (OT) highlighted strong partnership working and support for safe discharges.

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.

There was evidence of a culture of continuous learning and improvement. Accidents, incidents, complaints, safeguarding concerns and audit findings were reviewed and analysed, with lessons learned shared through supervision, meetings and training. Additional training was provided when trends or changes in people's needs were identified.

Team meetings included reflection on challenges, learning and service developments. The provider had identified future improvement priorities including strengthening governance, developing performance indicators, expanding workforce qualifications, improving digital systems and enhancing quality assurance processes.