Timeless Care Services 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 provider was previously registered at another address. This is the first assessment for this service in the new location. 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.

Leaders at the service had a clear focus on providing good quality care. The registered manager was passionate about providing personalised care and valued the staff team that worked at the service and recognised their importance in providing a successful service to people. They regularly reiterated the good practice standards they expected of their staff team. This helped to embed a shared direction and culture at the service. The staff team understood and applied the values of good quality, personalised care 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.

People and their relatives told us they received good quality care and spoke highly of the provider and registered manager. One relative told us, “I would like to applaud the fact that the owner goes out and visits people. They [visited my family member] and had a right old good chin wag. From top to bottom they have a sense of who [our relative] is and that is commendable.”

Leaders at the service had a clear focus on providing good quality care. Staff spoke highly of the leaders at the service praising how well they organised things and kept care plans up to date. One staff member told us, “I’m feeling blessed in this company, the manager and owner are amazing and I love working here.”

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

All staff we spoke with told us there was an open and honest culture at the service. They all told us they could report anything to the registered manager and owner and they were confident appropriate actions would be taken. Staff were knowledgeable on how to speak up and what whistleblowing policies meant. Whistleblowing is a law that protects staff from being treated unfairly by their employer if they have raised genuine concerns about a person’s care. One staff member told us, “If anyone is not doing what they should we can go to the Care Quality Commission (CQC).” This helped to ensure people were well-cared for as staff would speak up if things were not right.

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 registered manager told us they worked to support their staff if they needed to take time off and make their shifts flexible. They told us, “Happy staff make happy customers.” This sentiment was shared by the staff we spoke with who felt treated well and supported.

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.

Governance systems were effective at assessing and monitoring the quality and safety of people’s care and taking responsive actions to improve when needed. The registered manager operated a range of audits, including monitoring of call times, checks on medicines, care plans and staff files as well as completing spot checks on staff practice and competency. They used these to identify trends, and opportunities were taken to investigate and confirm where expected good practice had been followed or whether any further improvements could be made. Where any further actions for improvement were identified these were reflected in action plans to help ensure improvements were effectively implemented. Most, but not all notifiable incidents had been reported to CQC as required. We discussed this with the registered manager who confirmed all incidents would be notified going forward.

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.

Partner organisations who worked with the service spoke positively about them. One social care professional told us, “Overall, my experience of working with Timeless Care Services Derby has been positive. I have found the service to be cooperative, responsive, and committed to working in partnership with professionals, individuals, and their families to provide safe and person-centred support.”

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.

To support further learning and improvement, the registered manager was part of learning and support networks for registered managers as well as an organisation engaged with social care research and evidence-based practices.