Quadrant Court

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Leaders promoted a clear vision and values that staff understood and worked towards collectively. There was a consistent focus on delivering safe, respectful, and inclusive care, with staff encouraged to reflect on their practice, seek guidance, and contribute ideas to improve outcomes for the person using the service.

One professional said, “The registered manager leads by example, showing compassion and ensuring the team works together in the same direction to support the person effectively and respectfully.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager maintained effective oversight of care delivery and responded promptly when improvements were identified. For example, staff raised concerns about the efficiency and accuracy of care documentation. In response, the manager introduced a new digital recording system, improving transparency, accuracy, and oversight of care delivery. Leaders actively supported staff training and development, including condition-specific training, ensuring care remained evidence based and person centred. Staff reported feeling valued and supported by leaders, which encouraged them to provide high-quality care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff felt confident to raise concerns and share suggestions for improvement, knowing these would be listened to and acted upon. Leaders responded constructively and communicated changes clearly, reinforcing a culture where speaking up led to meaningful improvements and safer, more effective care.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The service was new and operated with a small team. Leaders promoted equality, diversity, and inclusion and maintained fair and respectful practices for all staff. They ensured staff felt able to share concerns or suggestions. Policies were in place to promote equality and diversity of the workforce. Staff completed equality and diversity training to develop their awareness of protected characteristics, bullying and harassment.

Staff reported feeling included, listened to, and supported in their roles, which contributed to a positive working environment and helped them provide safe, person-centred care.

Leaders focused on maintaining open communication and addressing issues promptly, ensuring that all staff were treated equitably and respectfully.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Leaders used effective systems to monitor care delivery and staff activity, ensuring accountability and continuity of care. Information from audits, care records, and staff feedback was reviewed regularly to identify risks and drive improvement. Adjustments to systems and processes were made where needed to strengthen oversight, reliability, and sustainability of the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked openly with partner organisations to support continuity of care and positive outcomes. Leaders maintained regular communication with relevant professionals and used these partnerships to share learning, seek advice, and strengthen the quality of support provided.

Leaders engaged with external networks to share learning and explore ideas for improving the service. They used these connections to identify innovative approaches that could enhance outcomes and experiences for the person using the service. One professional said, “The Registered Manager is excellent, I do not have a bad word to say about them”.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Staff and leaders actively reflected on practice to identify ways to improve the service. They reviewed care records, audits, and feedback from the person and professionals to make changes that enhanced outcomes.

Leaders encouraged staff to share ideas and solutions, creating an environment where improvements could be tested and embedded. Staff contributed suggestions that were acted upon to improve how care and support were recorded and monitored, helping to maintain accurate oversight and safe practice.

The service engaged with external partners and professionals to ensure care was informed by best practice and current guidance. Leaders supported learning and skill development to ensure that improvements were sustainable and evidence based.

Leaders also had plans to grow the service gradually, aiming to expand while maintaining quality, ensuring any increase in capacity would be managed safely and in line with best practice.