TLC Support 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.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding.
This meant service leadership was exceptional and distinctive. Leaders and the service culture they created drove and improved high-quality, person-centred care.
 

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Leaders created an exceptional culture that placed people firmly at the centre of the service. Staff consistently described TLC Support Services Limited as “more like a family than a workplace”. They reported feeling valued, supported and aligned with the provider’s ethos of compassion, personalised care and community connection.

A staff member told us, “What I appreciate most about working with TLC (Support Services Limited) is the meaningful impact we have in people's lives, strong sense of purpose and support, and honestly I think (we are) doing a fantastic job.” Another told us the service was ‘lovely, small, friendly and nice’. Being small meant, they got to provide consistent care, and they became like an extended family.

The management team modelled this culture in practice. They were highly visible, regularly undertaking care visits and supporting staff both practically and emotionally. Staff shared feedback that leaders were “remarkable”, “kind”, “understanding” and always available when needed.

People and relatives consistently spoke about the kindness and consistency of staff and the respectful, person centred approach that was embedded throughout the service.

Leaders did not always recognise that some of the outcomes people achieved following the support provided by staff, and some initiatives within the service exceeded a good standard. This was because leaders viewed these outcomes as the expected level of care and support they aspired to provide for everyone. This demonstrated a strong, values-led culture where high standards were embedded as the norm rather than seen as exceptional.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff described the registered manager and nominated individual as approachable, proactive and deeply committed to ensuring high quality care. They worked alongside staff, mentored new recruits, and ensured that everyone understood people’s preferences, risks and goals.

Staff valued the induction, training and shadowing opportunities provided. One staff member explained they were able to shadow a senior colleague for several weeks, which helped them learn the “soft information” about people and feel well prepared. Staff said they were encouraged to continue shadowing until they felt fully confident, and this support was also offered when they started working with new people.

Leaders promoted ongoing learning and development. Staff and managers told us there were opportunities to progress through National Vocational Qualifications (NVQs). At the time of the assessment, 3 staff members were working towards a level 2 qualification, demonstrating the service’s commitment to developing a skilled and confident workforce.

Leaders maintained oversight of care quality, conducting regular audits, spot checks, daily care delivery oversight, and detailed reviews of risk assessments. Staff valued this visibility and support, describing leaders as “brilliant” and saying they felt “100 percent supported”. They promoted a positive culture of kindness and continuous improvement.

Feedback from people, families and professionals consistently referenced how well-managed, coordinated and responsive the leadership was.

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

The provider had processes in place that supported staff to speak up and raise concerns. Staff told us they felt comfortable approaching leaders directly if they ever had worries.

Safeguarding and whistleblowing were part of staff training. Leaders encouraged open discussion, helping create a culture where staff could identify and report concerns.
 

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The provider promoted equality and diversity through policies, training and practice. For example, any required support was discussed with staff in relation to health conditions identified during pre employment checks.

Staff told us they were treated fairly and supported with their wellbeing.
 

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The provider had systems in place to monitor the quality and safety of the service, including audits of care plans, staff files and medicines. Due to the small size of the service, the registered manager and nominated individual maintained close oversight of care delivery and medicines management and were regularly involved in day-to-day care visits.

Systems were in place which generated alerts if tasks were not completed such as medicines and care routines. Leaders were also alerted if care calls were not delivered in line with the allocated times.

Leaders were receptive to feedback and demonstrated a positive and proactive approach to making the required improvements.
 

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement.

Leaders demonstrated a strong commitment to supporting people to build meaningful connections within their local communities. They developed a dedicated wellbeing coordinator role, funded by the provider for 20 hours each week, to offer companionship and targeted support people who needed this.

The wellbeing coordinator actively worked in partnership with the local community to establish a range of inclusive social groups. These provided opportunities for people and members of the wider community to meet, socialise and take part in activities such as musical movement sessions, pub quizzes and live musical entertainment. As a result, people were supported to develop new relationships. For example, 3 people who met through these sessions developed friendships, initially meeting for coffee and progressing to regular monthly group lunches at local cafés, pubs and farm shops. The group, facilitated by the wellbeing coordinator, supported people to maintain social contact, reduce isolation and build friendships. These people also maintained regular telephone contact with each other between outings.

In addition, the wellbeing coordinator proactively identified a range of local activities, advice, support services and learning opportunities that people could access. Some of these community resources were also incorporated into the provider’s business continuity planning, to use in the event of an emergency or service disruption. This demonstrated forward planning and effective use of community partnerships to help people remain supported and connected.

Leaders used feedback from people to further strengthen community engagement. Following feedback, the wellbeing coordinator introduced a monthly newsletter to share service updates and help people feel connected, including features such as staff introductions.

The leadership team also organised inclusive community events, such as a Christmas party for people using the service and members of the wider community. This included entertainment, crafts and an afternoon tea. One person told the service this was the first social event they had attended since 2018 and described how much they enjoyed spending time with others and taking part in activities. They said they hoped to attend future events. This demonstrated how leaders went beyond expectations to foster strong community links and promote social inclusion.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The provider embraced new ideas to improve outcomes, such as introducing hydration products and introducing the wellbeing role. These innovations had a measurable impact on people’s health and wellbeing.

Leaders actively promoted a culture of learning and continuous improvement. Staff were encouraged and supported to develop their knowledge and skills through access to qualifications and training that was tailored to individual learning needs. For example, one member of staff told us they requested more in-depth catheter training in addition to training they had already completed, and this was arranged. They also said they had recently asked for additional training to better support people who were visually impaired and felt confident this would be sourced by the provider.
Leaders demonstrated thoughtful and sustainable service development. The registered manager explained that the service did not actively market itself and mainly received referrals through recommendations. New people were only accepted when leaders were assured the service could continue to deliver high-quality care. This included reviewing current contracted hours, staffing levels and both planned and unplanned staff leave, which helped to ensure standards were maintained as the service grew.

The nominated individual also described plans to introduce a new electronic care planning and service monitoring system. This decision was made after recognising that the existing system no longer met the needs of the service. This demonstrated a forward-thinking approach to innovation and improvement.