TLC Support Services Limited

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

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.
At our last assessment we rated this key question good. At this assessment the rating has changed to 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.

Staff and leaders were exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People and their relatives consistently described staff as friendly, caring and respectful. People told us staff were, “very nice and willing and friendly” and “perfectly kind, helpful and respectful” when supporting them. Relatives repeatedly said staff were, “professional and genuinely caring” and they put people at ease during personal care. People said staff respected their privacy, always knocking before entering and ensuring they were covered appropriately during personal care. Relatives confirmed staff upheld people’s dignity, explaining care before delivering it and maintaining respectful interactions at all times.

One relative told us; “They're really good. Mum finds it difficult with other people coming in her home, but they put her at ease. She's relaxed with them. They have got to know her really well. They are observant, they can pick up on things and they let me know. They show concern and take things very seriously.”

Another relative said; “The carers are all really positive, genuine and kind. They love their jobs. Mum said, ‘they make my day.”

During the assessment we found staff and leaders demonstrated exceptional kindness, compassion and humanity. They spoke with deep emotion about the support they had provided to a person who had recently passed away and to their spouse, who also received care from the service. Their account showed the provider went well beyond their contractual responsibilities, offering ongoing, sensitive support to both people and ensuring neither was ever left without the help they needed until medical treatment was in place. When describing the events of that day, both staff and leaders showed their actions consistently extended beyond their duty of care. They acted with genuine compassion, dignity and heartfelt concern, reflecting a culture where people are treated with exceptional kindness and respect.

Importantly, their compassion and consideration did not end on that day. Staff continued to provide sustained, thoughtful and emotionally attuned support to the bereaving spouse, who remains in receipt of care from the service. This ongoing commitment further demonstrated an exceptionally caring culture.

One staff member told us that from a personal point of view, they found the service very good ethically and morally and described the provider as always going “above and beyond”.
 

Staff and leaders treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The deputy manager told us they took time during assessments to understand each person’s individual likes, routines and small but meaningful preferences, such as how they liked their drinks prepared. They explained these details mattered and could help support people in the future if they were no longer able to recall their preferences themselves. They explained that people’s needs and wishes can change over time, and regular reviews were in place to ensure support always reflected these changes.

The wellbeing coordinator also described how they built relationships by getting to know each person individually. They shared an example of their visits with a person living with dementia who did not always want to go out; instead, they spent time playing games, talking and offering emotional reassurance when the person became upset by difficult memories. This approach helped to maintain connection and significantly reduced the risk of social isolation.

The registered manager shared with us success stories which highlighted exceptional outcomes as a result of the support they provided. One person received highly personalised care following a hospital stay that left them with reduced mobility, a limited diet and low fluid intake. Staff closely observed the person’s needs and adapted their support to improve their comfort and wellbeing. They identified that coughing episodes were affecting the person’s appetite and introduced softer foods and fibre rich options, which increased their nutritional intake and meant they no longer required medication for bowel management. They made a referral to medical professionals for support. They also trialled hydration sweets and a variety of flavoured drinks, which the person enjoyed, leading to better hydration and a reduction in urinary tract infections. These tailored adjustments had a significant positive impact on the person’s overall health outcomes.

The nominated individual told us they had come across an advertisement for the hydration sweets and, knowing that the person enjoyed frequently snacking on grapes, discussed with them whether they would like to try them. Because the nominated individual was actively involved in delivering care, they had direct insight into people’s preferences and needs. This meant they were well placed to recognise how this small, personalised adjustment could support the person’s hydration in a way that aligned with his routines and tastes.

People and relatives told us staff knew them “very well” and provided care aligned to their preferences.

One relative told us; “They've [staff] been very approachable. They talk to him as a real person.”

Another said; “I think they are great. I rate them very highly as a small agency they have really got to know my mum and I appreciate that.”

Staff and leaders promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People described how staff encouraged them to retain skills wherever possible, such as prompting involvement in personal care and supporting people to administer their own medicines when appropriate. People said they were offered choices during care, including what to wear, meal preferences and how tasks were carried out. Relatives confirmed staff promoted independence sensitively, adapting their approach depending on the person’s ability and confidence.

Comments included, “They encourage me to be independent. They let me try to do things for myself. I manage my own medication.” and “They encourage me to be independent, but I'm in control of things. I make my own choices and decisions.”
 

Staff and leaders listened to and understood people’s needs, views and wishes. Staff respond to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People told us staff arrived on time, did not rush visits and stayed for the full duration of agreed call times. They said staff “never missed a visit” and informed them promptly if delays occurred due to unavoidable circumstances such as traffic. People received rotas in advance so they knew who would visit.

Relatives confirmed staff were reliable, attentive and contacted people or families when changes were noticed, demonstrating responsiveness to fluctuating needs.

Care plans included detailed information about communication needs, dietary requirements, routines, and personal preferences, such as how people liked personal care delivered or how to support someone with anxiety or hearing impairment.

Staff communicated well within the team and with external professionals, ensuring needs were met promptly.

Contingency plans were in place to provide continuity of care to people on a risk rating basis in case of emergencies such as adverse weather. Systems were in place to provide people and staff support out of office hours.
 

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff consistently described feeling valued, supported and able to thrive in their roles. Staff spoke unanimously and with genuine warmth about the support they received, telling us they felt listened to and respected. Several staff praised the flexibility of the rota, explaining that leaders worked around their personal commitments and lifestyles; a staff member described this as “fantastic”, and another said the registered manager and nominated individual were always accommodating of their preferences.

Staff described the service as a “remarkable place to work”, praising leaders for being kind, understanding and proactive in supporting them both professionally and personally. They gave examples of leaders sourcing additional training, helping them maintain a healthy work life balance and offering compassionate support during periods of ill health. One staff member told us they had, “never been so happy in a job.”
Another staff member explained they chose to work for TLC Support Services Limited because of its reputation for being genuinely person centred with its staff. They described receiving support to complete formal qualifications and being encouraged to progress in their role. They told us, “these people are incredible… I felt I landed on my feet,” and shared an example of the nominated individual going above and beyond by lending them their own car when theirs broke down and even arranging for it to be repaired.

People and relatives also noticed the strong staff morale. One person told us, “The carers seem happy with things, which tells you a lot,” and a relative commented, “A carer told me she absolutely loves working for the company. It seems all the staff are very happy working for TLC.”

Leaders further demonstrated their commitment to staff wellbeing by sensitively supporting a staff member who became disengaged while completing a part of their professional qualification. The registered manager ensured they were made to feel safe, reassured and able to continue progressing.

This strong culture of care, appreciation and practical support enabled staff to feel confident, motivated and able to consistently deliver high quality, person centred care.