Thornbury Community Services

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

This means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. This is the first assessment for the service. The key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, compassion and dignity. Care plans were highly personalised and developed around people’s individual circumstances, preferences, communication needs and family involvement.

Staff consistently demonstrated exceptional levels of kindness, empathy and compassion, and people told us this had a significant and positive impact on their wellbeing, confidence and daily lives. The provider created a culture in which dignity and emotional connection were central to care, and this was reflected throughout people’s experiences. One relative shared, “TCS have been there every step of the way. They have also been a huge support to me as well as [name].” Such feedback demonstrated how compassionate care extended beyond the person receiving support and positively affected family members too.

Staff demonstrated a detailed understanding of people’s needs and how to support them sensitively, including guidance on communication, emotional wellbeing and responding to distress. One staff member told us the support they provide is based on compassion and dignity.” I enjoy working with clients and giving people a better quality of life. I make sure that the support I provide is based on empathy, respect and kindness.”

The impact of staff kindness was also evident in the trusting relationships formed. People told us they looked forward to seeing familiar carers, describing them as “familiar faces they trusted,” which helped reduce loneliness and promoted emotional wellbeing. There were numerous examples of staff going above expected duties in ways that had life‑enhancing impact for people. For example, when a person wished to attend a family wedding, staff worked closely with them to make this possible. The family described the support as, “Brilliant,” adding that attendance “wouldn’t have been possible” without the dedication of the carer. This demonstrated how staff’s kindness and commitment directly enabled people to experience important life events, maintain family relationships and preserve their sense of identity and belonging.

Care records included information about what was important to people, their beliefs, sensitivities and personal preferences, helping staff provide care that respected people as individuals. Care planning also considered people’s emotional, social and end-of-life wishes where these had been discussed.

The provider always treated people as individuals and tailored support to meet their specific needs and preferences. Each care package was supported by a dedicated team. These teams comprised a Clinical Manager, who held overall responsibility for the package, a Partnerships Manager, who liaised with the local authority and Integrated Care Board (ICB), and a team of care staff who provided direct support to the person using the service. This structure promoted effective oversight, clear communication with external partners, and continuity of care, helping to ensure people received safe, personalised, and responsive support that met their individual needs and preferences.

Care plans contained detailed person-centred information, including communication methods, family involvement, interests, routines and guidance about how people preferred to receive support. Records showed staff adapted care to people’s individual circumstances and worked with families and professionals to ensure support remained personalised. Communication approaches were adjusted to meet people’s needs and care plans reflected people’s preferences and choices.

The provider was exceptional at supporting people to maintain their independence, choice and control. Care planning promoted positive risk-taking and focused on enabling people to live as independently as possible while managing known risks. People’s wishes, goals and preferences were reflected within care plans and staff had clear guidance on supporting people to make decisions about their lives. Risk assessments considered how people could safely access activities, maintain routines and experience new opportunities. Where restrictions were necessary, records demonstrated these had been considered carefully and involved people, families and relevant professionals. One person had recently moved to the service following the breakdown of a previous care arrangement. Staff adapted their approach to meet the person's individual needs and preferences, supporting improved wellbeing, independence and community participation. When support began, the person experienced difficulties with communication, community access and daily living skills. Staff worked closely with the person, their family and professionals to understand their needs and preferences and provide personalised support. As a result, the person developed greater independence, improved communication and positive relationships with staff. Restrictive interventions reduced significantly through proactive, person-centred support. The person was supported to make choices about their daily life, access the community regularly, participate in family outings and attend a healthcare appointment that had previously been difficult to achieve. This had a positive impact on their wellbeing, independence and quality of life.

People spoke positively about how staff enabled them to remain involved in decisions about their care and daily activities. One person told us, “The staff are caring and support (him) with his daily activities and to attend appointments with me. They go the extra mile, and we work together as a team.” This showed how staff supported people in a way that maintained their autonomy while providing reassurance and practical support when needed.

Staff demonstrated a strong commitment to promoting people's independence and reducing the risk of social isolation. One staff member told us, “It is part of my role to ensure the client is supported to be independent and be supported to maintain relationships. We work with the family to achieve this.” This was reflected in the support provided, which encouraged people to maintain social connections, participate in their local communities and live fulfilling lives.

The provider was exceptional at responding to people’s immediate needs. Detailed care plans and risk assessments gave staff clear instructions on recognising changes in people’s health and wellbeing and taking prompt action when concerns arose. Records included comprehensive escalation procedures, emergency guidance and step-by-step instructions for supporting people with complex health conditions. The service worked closely with health and social care professionals and ensured people’s changing needs were reviewed regularly. Care delivery was responsive and coordinated to promote continuity of care and safe outcomes for people.

People were supported by a consistent staff team who knew them extremely well. This enabled staff to recognise even subtle changes in people’s condition or presentation and respond promptly and effectively. For example, when 1 person showed signs of deterioration, staff quickly identified serious respiratory issues and contacted emergency services. This swift recognition and response ensured the person received timely medical intervention, which demonstrated a proactive and highly skilled approach to care.

This strong emphasis on knowing people as individuals and responding quickly to changes ensured people experienced safe, responsive and personalised care at all times.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. The provider promoted staff wellbeing and development through a range of initiatives, including employee assistance programmes, counselling support, recognition schemes, wellbeing calls and staff engagement activities. Staff had opportunities to receive supervision, attend team meetings and access learning and professional development, supported by systems to monitor training and competency. While some staff told us they did not always feel fully supported and a small number reported they had not received supervision as regularly as expected, feedback was generally positive. Most staff described the service as a good organisation to work for and spoke positively about the support available to them. There was evidence of a culture that encouraged learning, teamwork and staff recognition.

One staff member told us, “Some of our clients are challenging; however, there is always an opportunity to debrief with the clinical lead and there is support available.” This demonstrated that staff had access to support and opportunities to reflect on their practice when needed.