Time2Care (BSE) Ltd

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 good. At this assessment the rating has remained 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 68 (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 provider’s mission was to provide the highest standards of care to people making sure that people feel safe, secure and reassured they are treated with dignity and respect. All of the staff who provided feedback during the inspection spoke positively about the service and demonstrated a strong commitment to their roles and the people they supported. Staff consistently described wanting to provide the highest standard of care and spoke with genuine enthusiasm about making a positive difference to people's lives. One staff member said, “Being a team we work together, everyone does the absolute best for [people] whilst looking after each other.” Another staff member told us, “I believe that Time2Care have a really strong person centred approach. People are treated with dignity and respect and their individual wishes preferences and choices are respected. Care is tailored to each person’s needs and is reviewed to make sure it continues to meet their changing needs.”

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 registered manager was away from work at the time of the inspection. In their absence the provider and a member of staff who was ‘acting’ as the manager were overseeing the service. People were supported by staff and a provider where the leadership was inclusive and delivered with integrity. There was a clear commitment to ensuring people received care that respected their rights, promoted their independence, and reflected their individual needs and preferences.

Staff spoke positively about the leadership within the service and described managers as approachable, supportive, and willing to listen. They felt able to raise concerns, share ideas, and seek guidance when needed. This helped to create an open and transparent culture where staff were encouraged to reflect on practice, learn from experiences, and work together to continuously improve the quality of care provided. A staff member told us, “As employees we can go to the office or call the managers at any time. They will also come out to help us if we need extra support and are always on hand to talk us through any issues.” Another staff member said, “We know the agency has gone through a difficult time, the managers have been open and honest with us as far as they can be, but I feel everyone has pulled together and we are moving forward in a positive way. As a team member I feel valued and listened to.”

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

The provider had a whistle blowing policy and staff were comfortable raising concerns if they needed to. Staff had confidence that leaders would take appropriate actions to ensure people were safe and received a good service. Leaders operated an open-door policy where staff and people could access them whenever they needed to. One staff member said, “We have always been encouraged to speak up if there are ever any problems or worries and always listened to.” Another staff member told us, “Yes, we are encouraged to speak up if we feel uncomfortable about anything. Management will always listen. I did have to raise something at one point and was supported by management.”

The provider demonstrated a commitment to valuing diversity within their workforce and promoting an inclusive, fair and supportive culture. They had taken steps to improve equality, diversity and equity for people working within the service, helping to ensure staff felt respected, valued and able to be themselves at work. This contributed to a positive working environment where differences were recognised and embraced, and where staff felt they were treated fairly and given equal opportunities to succeed.

Staff spoke positively about the support they received from the provider, particularly during challenging periods in their personal lives. Staff members described feeling cared for and supported, with one member of staff telling us, “When we need an ear, there is always someone to listen to.” A second staff member said, “Everybody is treated with kindness and respect, I have [specific circumstances] and feel very supported. In turn I have a strong feeling of self-worth in my job.”

The provider did not always have clear systems of good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider carried out routine audits across key areas of the service, including medicines management and care planning. These audits demonstrated that quality assurance processes were in place and that leaders were monitoring important aspects of care delivery. However, the audits were high-level and did not always explore issues in sufficient depth to identify areas requiring improvement or to provide assurance that actions had been fully embedded into practice.

The manager and provider were open to discussion about where their oversight systems could be enhanced and improved. There was an opportunity to strengthen audit processes by increasing the level of detail and analysis undertaken. More comprehensive audits would support the earlier identification of gaps, trends, or risks and enable management to take timely and effective action where improvements were required. Effective and robust governance and quality assurance systems help ensure that standards are consistently maintained, issues are identified proactively, and continuous improvement is driven across the service. As a result, people can be assured they are receiving safe, effective, and well-managed care that is subject to ongoing review and scrutiny.

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.

Staff and managers demonstrated a clear understanding of their responsibility to work collaboratively with a range of key partner agencies to support people’s health, well-being and overall care needs. This included maintaining effective communication with people’s GPs and other healthcare professionals, ensuring that any changes in need, emerging concerns, or requests for specialist input were shared with the appropriate services in a timely manner. The manager provided several examples of occasions where they had made referrals and worked closely with healthcare professionals to help ensure people received the support, advice and treatment they required.

Relatives spoke positively about the proactive approach taken by staff in recognising, reporting and escalating concerns when necessary. Feedback indicated that staff acted promptly and appropriately when people required additional healthcare support, helping to ensure needs were addressed at the earliest opportunity. One relative highlighted this positive practice, stating, “Staff had contacted their family member’s GP in the past when they had needed it.” This feedback demonstrated relatives’ confidence in staff’s ability to identify concerns and liaise effectively with external healthcare professionals to promote people’s health and well-being.

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.

We were not always assured that learning and continuous improvement were fully embedded within the service. Although systems, including care plan audits and monitoring processes, were in place, these had not consistently identified the issues we found in relation to care planning, risk management and record keeping. As a result, opportunities to identify, address and learn from areas requiring improvement were sometimes missed. However, the manager and provider demonstrated a clear commitment to learning and improvement and were proactive in recognising where changes were needed to enhance the quality and safety of the service.