TLCareServices 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.

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.

Staff shared examples of how they had been supported by the provider to improve the quality of people’s care and improve their experiences. One staff member shared how the provider had taught them different ways to approach and communicate with people, which minimised their distressed behaviours and supported a positive relationship between the person and staff.

The management team held regular meetings with the staff team to discuss policies, processes and care plans to develop and maintain a positive culture around learning.

The provider had inclusive leaders 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.

Relatives and staff spoke positively about the provider. One staff member said, “The service is well organised, we know who we are going to visit and so we can prepare. If we have any questions [provider] will respond.” A relative told us, “I would recommend them as a company. They do a good job.”

The provider shared with us their passion for setting up and developing the service. They told us, “I love to care for people. In the community I noticed a need for care providers, particularly for children. When we started, I used to do it all myself, I have a strong knowledge of people because of that.”

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

Staff told us they were confident to speak up if they were concerned or had any suggestions about how the service could be improved. One staff member said, “I can share concerns with [provider]. I am confident they would address anything.”

There were systems in place to ensure staff voice was captured and the provider used 1 to 1 meetings, as well as team meetings to gather staff feedback.

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.

Staff told us they were happy to be working for the provider and felt their individual needs were considered and valued.

People’s diverse needs were recognised by the provider who arranged staffing rotas to support staff members to attend cultural and religious festivals and events that were important to them.

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.

The were systems in place to monitor and improve the quality of care provided. The provider carried out a range of checks and audits to ensure people had a positive experience of care which was delivered safely by a trained staff team. Checks were regularly carried out on daily records, medicines, care plans and staff competence.

Where areas of improvement were identified, the provider took action to address concerns.

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 in partnership with other agencies. They were proactive in seeking support from relevant professionals to better meet people’s needs. They shared examples with us of how they had made referrals to external agencies to ensure people received the care they needed for the amount of time they needed. Where people struggled to arrange healthcare appointments or resolve concerns about their medicines, the provider had advocated for them to ensure they got the support they needed.

As part of this assessment, we asked the local authority for feedback, and no concerns were shared with us.

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.

Staff told us they could access additional training if they wanted or needed to and were supported to develop professionally by the provider. The provider was keen to develop the service and shared examples of how they had taken learning from events so they could make improvements to the service. They supported staff to speak up and encouraged feedback from people.

The provider also shared how they had taking learning to improve the service following feedback from a visit by a local authority. The provider was receptive to feedback and was responsive to any concerns raised.