Alcazar Court

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 provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and relatives spoke positively about the care they received and told us staff were kind and caring, positive relationships had developed between them. A person told us, “Staff are a caring, I can relate to them” A relative told us, “Staff are very kind. They laugh and joke with my relative.”

Records showed the service organised celebratory events for people and invited people that mattered to them to celebrate together. Positive feedback was received from staff how people were engaged in celebrations and parties arranged by the service. The feedback included, “I support people kindly and respectfully. I greet them warmly, speak gently. I treat each person as an individual and show respect for their dignity.”

The provider treated people as individuals and 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.

People were supported to follow their interests and maintain links with the wider community. People enjoyed various activities such as going out in the community and in-house activities. A person told us, “Sometimes I take part in social events I have a prayer ministry which is very important to me.” Another person said, “Staff understand my background and treat me with respect.” A relative told us, “My relative takes part in the activities offered and attends a day centre. They enjoy the activities and meeting people.”

People were able to visit family and friends, receive visitors and were supported and encouraged to maintain relationships with people who were important to them. A relative told us, “Staff are very respectful of my relative’s home, lifestyle and family.”

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

The provider ensured that staff were given access to training focused on promoting and maintaining people’s skills and independence. One staff member said, “I offer people choices about their support, such as whether they prefer a shower, bath or wash. I encourage them to do whatever they can for themselves and only help where needed. For example, if someone cannot bend down, I support them to wash their legs while they complete the rest independently.” Another staff reported, “People make their own decisions. I support them to do the things they want and are able to do.”

Care plans were developed to support and enhance independence. They clearly identified the aspects of each daily task that individuals were able to complete on their own. For example, care plans detailed how each person wished their care to be delivered, specified the tasks they required assistance with, and outlined when they needed support. This person-centred approach ensured that care was tailored to individual needs and preferences, maximising opportunities for independence.

For example, assistive technology enabled a person to manage going to the bathroom with greater independence. The impact was not simply the provision of equipment—it restored privacy, dignity and personal control while reducing reliance on staff. Another example was, people at risk of social exclusion received individualised support. A person who was cared for in bed was offered an individual meeting, information in an accessible way, adapted activity options and ongoing wellbeing contact. This enabled the person to remain involved and exercise choice despite barriers to joining communal meetings.

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

People who used the service told us staff responded promptly when people required immediate support. One person said, “If I need any help, I can use the intercom system and ask for support.” Relatives said care workers were observant and noticed subtle changes in people’s condition, mood, or comfort. They described staff acting quickly and calmly, which helped prevent escalation and reassured families that concerns would not be missed. One relative said, “The service contacts me when needed and communicates well with me.”

Relatives said staff responded well to distress or discomfort during care. They described care workers adjusting their approach, pace, or communication style when people appeared unsettled or uncomfortable. This helped people feel calmer and supported, particularly where communication was limited or health needs were complex.

Managers supported staff to respond effectively through clear guidance and oversight. Relatives said they felt confident staff would act if something did not feel right and trusted the service to respond appropriately. This approach helped ensure people’s immediate needs were met safely and compassionately.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The registered manager recognised the importance of supporting staff and actively promoted respectful, supportive working relationships. Staff said managers fostered openness and honesty, creating a culture where staff felt listened to and supported. One care worker said, “The manager supports me by teaching me new things during handovers and in day-to-day work. I learn from the manager regularly and regard them as a teacher and mentor.”

Staff meeting minutes showed management acknowledged challenges, discussed staff wellbeing, and encouraged staff to remain engaged and committed to delivering good care. This approach helped build trust and a positive, supportive team culture.

Managers supported staff through regular feedback and recognition. This helped staff feel valued and enabled them to remain motivated, responsive, and focused on delivering person centred care.