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

This is first assessment for this newly registered service. The 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.

Staff supported the person with kindness and respect, listening to them and communicating in a way that was respectful, kind and compassionate. Staff considered the person’s preferences, wishes, personal history, and needs when providing care and support.

Staff always respected the person’s privacy, for example by giving them space when needed and explaining when they would enter their room. Information about the person was treated confidentially, and staff ensured that the person felt their dignity was maintained in every interaction.

One professional said, “Staff always listen and treat them [person] with respect, making sure they feel comfortable and valued in all aspects of their care.”

The person using the service told us that staff treated them with kindness and respect and made them feel comfortable.

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.

Staff understood the person’s individual needs and preferences and reflected these in their care, treatment, and support. They considered personal, cultural, social, and religious factors when planning activities and routines. Staff encouraged and supported the person in attending local community events, such as singing at a community centre, to support social inclusion and personal interests.

Staff tailored support to the person’s communication needs, observing behaviours and checking understanding to make sure they could engage fully in decisions about their care. Staff used regular informal check-ins to build trust and encourage the person to share their thoughts and preferences, allowing care to adapt to their changing needs.

One professional told us, “Staff take time to understand them [person] as an individual and adjust support to match their preferences and personality, which helps them feel valued and included.” The person using the service told us, “It [the service] is good, and the person-centred care is great.”

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

Staff supported a person to make choices and have control over their care, treatment, and daily routines whenever possible. They provided information in ways the person could understand, including guides, easy-read documents, and discussions, and regularly checked understanding to make sure the person could make informed decisions.

Staff encouraged independence in everyday activities. For example, the person was supported to cook their own meals, manage hygiene routines, and take walks in the local community. Staff also helped them explore creative activities which promoted choice, control and personal achievement.

The person was supported to maintain relationships and networks important to them. Staff planned activities that promoted social inclusion, including attending community initiatives at a community centre after a long period of isolation.

Staff provided equipment and guidance to maximise independence and safety, such as prompts and supervision during daily routines, and risk assessments to help the person manage potential hazards while maintaining choice and control.

The person using the service told us, “[Care staff name] prompts me and encourages me to do good things without any pressure at all, it's up to me, I am supported to be independent.”

One professional said, “Staff encourage them [the person using the service] to do things for themselves while providing the right level of support, which helps them feel in control and confident in daily life.”

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.

Staff responded quickly to any signs of distress, discomfort, or anxiety, helping the person feel safe and supported. For example, staff provided extra wellbeing checks when the person experienced a decline in mental wellbeing.

Staff observed the person closely and engaged in conversations to understand their immediate needs and preferences. Staff provided prompts and support for daily routines, ensuring the person remained comfortable and able to manage their day.

Staff were alert to changes in the person’s condition and coordinated with other professionals when necessary, including GP’s and mental health teams, to provide urgent support or advice. One professional said, “Staff notice when there’s a concern and act quickly, which helps people feel safe and cared for in the moment.”

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

The provider placed strong emphasis on staff wellbeing, offering regular supervision, wellbeing discussions, and tailored support. Leaders maintained close contact with the small staff team, listened to feedback, and responded to concerns promptly. This supportive approach helped staff feel valued and enabled them to deliver consistent, person-centred care.

One professional said, “The manager genuinely cares about staff wellbeing, which makes them confident and motivated to provide the best support for them.”