TLC Support Services Limited

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.
At our last assessment we rated this key question good. At this assessment the rating has remained good.
This meant people’s outcomes were consistently good, and people’s feedback confirmed this.
 

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed before care packages started, and care plans were reviewed regularly or when needs changed. This was confirmed by people and their relatives. Comments included; “We did an assessment with [nominated individual], lots of questions and the property was checked over.” and “They came and sort of interviewed me. And checked the property. I was quite happy with this.”
 

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People's care records reflected that care was delivered in line with current legislation, standards and evidence-based guidance to achieve effective outcomes. Information was available to staff in relation to people's nutrition and hydration needs and support required to meet oral care needs where required.
 

The provider worked well across teams and services to support people. Staff and leaders made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Records showed liaison with GPs, district nurses, and external care providers. Leaders maintained links with local surgeries and community teams.

One relative told us; “We have a review every now and then and they contact me. They are very approachable. There has been many phone calls and emails.”

A healthcare professional told us; “Myself and my colleagues within the team feel very confident in the reliable, professional service that TLC [Support Services Limited] are able to offer our frail [people] at home. [Registered manager] and [nominated individual] who manage the team and set up the business are very good at communicating with [us] with any concerns they may have. We have worked with [the service] for the last 4 / 5 years. The feedback from [people] and relatives has always been positive.”
 

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff and leaders supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff and leaders worked collaboratively with health and care professionals and supported people to live healthier lives and access healthcare services as required. Care plans included information about people’s nutrition, hydration, oral care, and emotional wellbeing.
 

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The provider monitored outcomes for people, carried out audits and acted on findings to improve care.
Records showed structured audits in areas such as medicines, care plans and staff training. Action points were identified and marked as completed, showing learning and improvement over time. Leaders were able to monitor any alerts for missed tasks, late visits and MAR chart issues to ensure timely responses.

One relative told us; “They [staff] are observant, they can pick up on things and they let me know. They show concern and take things very seriously.”
 

Staff and leaders told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff and leaders were aware of the principles of the Mental Capacity Act and they knew what action to take if they saw a decline in a person’s ability to consent.

Care records included information about people’s Do Not Attempt Resuscitation (DNAR) status and lasting power of attorney.

One staff member told us; “It's important to ensure people consent to their care because it respects their autonomy, builds trust and ensures that they're fully informed and comfortable with the decisions being made about their health and care.”

One person told us; “They [staff] get my consent, they do have boundaries and they don't push anything. They involve me with everything.”

A relative told us; Oh yes, they [staff] get her consent. They always discuss what they're about to do and ask and explain things to her. They involve her with her care; they don't just take over.”

Whilst all people had capacity to consent to their care, improvements were needed in relation to how decision specific consent was recorded. For example, in relation to medicines administration and in recording the reason why documentation was signed on behalf of a person who was deemed to have mental capacity to consent.