The Court

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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.

Staff made sure people were at the centre of their care and treatment choices. Staff worked in partnership with people to respond to changes in their needs. People received care that was clearly personalised. Staff used a structured person‑centred support model, called STEP, which assisted them to adapt care approaches, environments and daily routines around each person needs. This approach was further informed by training on co‑occurring conditions and neurodiversity, including input from people with lived experience, which helped staff develop a deeper understanding of people’s needs and experiences.

People experienced consistently coordinated care, and staff worked well with external professionals to ensure care remained responsive to people’s changing needs. People’s care records were person‑centred and staff understood how to meet individual needs. Staff were proactive when people’s health changed, making timely referrals and ensuring professionals had accurate information. External partners told us the team worked collaboratively, communicated well and followed professional advice to maintain continuity. Staff described effective teamwork and said they felt equipped to provide consistent support.They understood how to access specialist health or social care support people might need. The provider also had a team of specialists, which staff could readily access when needed.

Staff were effective at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People were supported to understand information in ways that worked for them. Staff worked closely with speech and language therapy professionals to develop and adapt personalised communication tools, including a voice output communication aid (VOCA). This was tailored to the person’s specific communication needs and reviewed regularly to ensure it remained effective. Where technology created anxiety or barriers, staff introduced alternative formats, such as paper‑based versions and social stories, to support understanding and reduce distress. Information was adapted sensitively and changed over time in response to people’s reactions and preferences.

Staff shared information with people and their relatives in a timely and transparent way, particularly when there were changes or concerns about health and wellbeing. Detailed records showed how staff communicated updates following medical appointments, incidents and changes in treatment. Relatives were kept informed through phone calls and written updates, and staff explained complex medical information clearly, including what actions were being taken and what to expect next. This helped relatives feel reassured and involved, even during prolonged or complex health situations. Relatives told us they trusted staff and felt confident that the service adapted information to meet their family member’s needs.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people, as much as possible, in decisions about their care and told them what had changed as a result. Relatives felt staff listened to them and acted on their concerns, and confirmed staff were approachable and responsive when they raised queries or offered suggestions. Staff feedback highlighted that suggestions for improvement were considered and acted upon. There was a strong culture of openness, and people described staff as approachable and responsive.

The service made sure that people could access the care, support and treatment they needed when they needed it. The management team understood the diverse needs of people and aimed to provide care, which is joined-up, flexible and supports choice and continuity. Staff understood the diverse needs of the people living at The Court and worked flexibly to ensure everyone received appropriate support.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. For example, staff completed training in equality and diversity to understand and reduce inequalities or prejudices that affected outcomes for people. The management team ensured peoples’ social and healthcare needs were fully considered and met. Relatives expressed confidence in the service, saying their loved ones were happy and their needs met.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including planning for the future. Staff understood how to deliver this support in a kind and compassionate manner.