TC Care Global 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

The service was not always well-led and has been rated requires improvement.

Governance at the service needed to be improved. This was a breach of regulations relating to governance at the service. The provider had started to improve quality assurance systems, but this needed fully reviewed, embedded and sustained. These included checks on care, risk and medicine records.

People and staff gave positive feedback on the management of the service.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff told us all colleagues had a good understanding of equality and diversity, and people's human rights were maintained. One staff member said, “Lead by example, be open and transparent so both staff and clients feel able to report things and ensuring this is acted upon.” The new manager had an open-door approach and told us staff often contacted them. Staff told us the care they provided was within a culture of kindness and supportiveness. The culture and staff competence were monitored via spot checks and feedback. The provider told us they had provided additional training to overseas staff to support them with any local cultural needs and customs people within the area may have.

Staff said they could speak with management when needed. The management team were compassionate and had stepped in to cover care calls where needed. People appeared to know the management team, including the new manager who had recently joined the organisation. Processes were in place to monitor the quality of the service. However, these were not fully utilised and needed review, including the use of reports from the provider’s IT systems.

The new manager had an open-door policy and spent time speaking with staff. However, we did receive two comments about travel time payments and staff not receiving enough hours which they had been worried to share with the provider. We brought this to the attention of the new manager to address. Staff had an employee handbook to refer to and there were also whistleblowing policies and procedures in place regarding freedom to speak up.

The provider had a diverse workforce and fostered a culture of diversity and inclusion. An inclusive recruitment process was used when employing new staff. The provider employed staff on sponsorship from the Home Office and had been successful in maintaining a licence to do this.

The management team had a variety of quality assurances checks in place. This included audits and spot checks. However, these checks had not always identified the issues we had found during our assessment including those in relation to medicines, risk assessments and care plans. This was a breach of regulations relating to good governance at the service. The provider had already started to address this, but time was needed to embed and sustain changes being made. Staff and the management team had clear roles and responsibilities, including new roles within the management team.

People told us staff worked well with other organisations, including GP’s and district nurses. The new manager explained how they had contacted various partner organisations, including commissioners and social workers when they started to build better relationships. The previous registered manager had attended the local authority excellence course, and the new manager planned to do the same.

Staff meetings minutes confirmed information for improvement was shared with staff. However, these meetings were not always well attended and were not regularly held. The new manager was planning further meetings to be scheduled and staff would be encouraged to attend. Accidents and incidents were recorded and analysed. The provider was open to feedback and was going to use this to further improve quality assurance processes and governance, including learning from reports available via its IT systems.