Bronte View

The following is CQC's published account of its assessment, published 29 June 2026. References to “we” mean CQC. It describes findings at that time.

Bronte View is a care home. It is registered to support 7 people. At the time of our assessment there were 6 people living at the service. Bronte View is a specialist service for people with learning disabilities and autistic people.

We carried out this assessment on 10 and 16 June 2026. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard.

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. We were assured the service met the principles of ‘Right support, right care, right culture’ and people received safe, person-centred and outcomes focussed care and support.

People were supported by a consistent and skilled staff team, who knew them well. We observed kind and caring interactions between people and staff and a genuine focus on meaningful relationships. Recruitment was managed safely and staff received high quality induction, supervision and training. The home and extensive grounds were safe and well maintained. People lived in their own self-contained flats which afforded them a high level of autonomy and control. Medicines were managed safely. People's medicines were reviewed in line with STOMP (Stopping Over Medication of People with a learning disability, autism or both). STOMP is a national NHS England programme focused on reducing the inappropriate prescribing of some high risk medications to individuals with learning disabilities and/or autism. There were clear processes in place to manage safeguarding events.

Risks to people’s health, safety and wellbeing were assessed and regularly reviewed. Staff knew people well and understood there were times when people became distressed and took steps to understand why this was and what support they needed to express their emotions. Positive Behaviour Support plans were in place which highlighted person-centred and proactive strategies, which guided staff on how to support people to maintain their well-being, and recognise subtle signs if they were beginning to feel distressed.

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions and they had choice, control and freedom over their lives. This was reflected in our observations and feedback from people and relatives. Comments included, “Staff have a great way of balancing respect for [name of person] and promoting opportunities.”

People’s needs were assessed before they started to use the service and the registered manager maintained a clear focus on compatibility between people. Processes were in place to evidence people’s care and support was monitored. As a result of this we saw people’s health and wellbeing had improved and their independence increased.

Processes were in place to ensure people had equity in outcomes. Care plans highlighted people’s diverse needs, preferences and aspirations. Staff were creative and committed in their approach. The management team and staff demonstrated a very strong commitment to person-centred support and care and improving outcomes and opportunities for people. People were supported to choose how they spent their time and had wide ranging opportunities, including individual and group activities and voluntary work. These were driven by people’s preferences and wishes.

The provider had a clear shared vision and strategy, and the home was well supported by the registered manager and wider quality team. There was a robust programme of audits and checks and evidence that any shortfalls were addressed promptly. There was a culture of learning and improvement. Leaders worked with people, their relatives and staff to build a culture that focused on enabling people to live a full life. There was a strong sense of teamwork and staff expressed their pride about working at Bronte View. Comments included, “It is well managed, brilliant. We never stop learning. The [name of registered manager] really gets us involved.”

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