Blair House

The following is CQC's published account of its assessment, published 30 March 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 25 February to 11 March 2026

Blair House is a service for people with a learning disability and autistic people and supports up to 27 people. We assessed the service against Right support right care right culture guidance to make judgements about whether the provider guaranteed autistic people and people with a learning disability respect equality dignity choices independence and good access to local communities that most people take for granted.

This service would not meet current Right support right care right culture guidance for new registrations. The size and layout of the building and the shared staffing arrangements sometimes limited people’s independence and control. However staff and managers made active efforts to reduce the impact of these limitations and supported people to make choices and be as independent as possible within the constraints of the environment.

The service had systems in place to keep people safe. Staff understood safeguarding procedures monitored risks and used individualised approaches to reduce restrictions. Incidents were reviewed and learning was shared. Care was based on thorough assessments that considered people’s physical mental health social and communication needs and staff used recognised tools to monitor risks. Medicines were managed safely overall although some records including diabetes and epilepsy care plans required further detail to ensure they contained all the information staff needed to support people safely. Infection control procedures were followed and most areas were clean with some flooring requiring improvement.

Staff worked well with external professionals and shared information effectively so care remained consistent. People were supported to manage their health and wellbeing and staff acted quickly when needs changed. Staffing levels met agreed arrangements although having staff shared across a large group sometimes limited flexibility. Staff and managers worked hard within these constraints to maintain independence and support meaningful choice.

Recruitment was safe and staff had the skills they needed with plans in place to complete outstanding training. Managers promoted an open and supportive culture and staff felt able to raise concerns. Governance systems provided effective oversight of quality and safety.