Anro House

The following is CQC's published account of its assessment, published 10 June 2026. References to “we” mean CQC. It describes findings at that time.

We inspected Anro House between 27–28 April 2026. The service is a residential care home providing personal care for up to 5 people with a learning disability and autistic people; 4 people lived there permanently and 1 received regular respite care. The service was previously rated Good and remains Good following this inspection.We assessed the service using the ‘Right support, right care, right culture’ framework and found it consistently reflected principles of respect, equality, dignity, choice, independence and community access, with clear processes to involve people in their care and maximise day-to-day control and found it met these standardsThe provider had systems to promote safe care, manage risks, safeguard people, support independence and ensure safe staffing, medicines management and care planning. These were supported by working with people and professionals to monitor and improve outcomes.Care was effective involving people, families and professionals in regular reviews. Care plans were updated to reflect changing needs and delivered in line with evidence-based practice, including the monitoring of people’ health and nutrition, independence and access to healthcare services. Outcomes were consistently monitored and focussed on wellbeing, continuity and independence. Consent was respected in line with the Mental Capacity Act 2005. Care was person-centred and focused on improving wellbeing and choice.People consistently received kind, compassionate and respectful care that promoted dignity, individuality, independence and choice. Staff knew people well, responded to needs in the moment, supported communication effectively, and encouraged participation in daily life and community activities. A positive workplace culture supported staff wellbeing and reinforced person-centred care.Leaders ensured people remained central to care through personalised care planning, involvement in decisions, and tailored support promoting independence, communication and life skills. They worked closely with families and professionals to deliver joined-up care and respond to feedback. Some gaps remained around accessibility of information for service users and recording of end-of-life preferences in care plans.Leaders were capable and promoted a culture that valued openness, inclusion and independence. Governance, staff engagement, partnership working and continuous learning supported improvement, although some issues around personal PPE management were identified and subsequently resolved.