Crawford Care Home

The following is CQC's published account of its assessment, published 26 February 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 12 January 2026 to 23 January 2026. Crawford Care Home is a residential care home for autistic people and people with a learning disability. We assessed the service against ‘Right support, right care, right culture’(RSRCRC) 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.People were exceptionally supported by managers and staff who demonstrated a very strong culture of compassionate, person-centred care based on people’s individual needs. Staff had very detailed knowledge and awareness of people’s needs. Providing the right support enabled individuals to participate fully in their communities and enjoy a more meaningful, fulfilling life. Consequently, people were able to act on their preferences as they arose, making choices freely and confidently in the moment. We saw the positive impact this had had for people. Staffing arrangements were designed around and reflected the choices of people and this worked very well to meet individual needs. Staff received thorough support, training and encouragement and had the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care.The service was exceptional at treating people with kindness, empathy and compassion. They proactively listened to, understood and acted on people’s needs and wishes. People were supported in a way that was exceptionally personalised, which considered their own personal experiences and choices. For example, people were supported to consider and plan for important life changes in order for them to make informed decisions about their future.The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Managers and staff demonstrated an exceptional, forward‑thinking approach to positive risk‑taking and seamless continuity of support. This was expertly underpinned by robust, comprehensive care documentation, including highly detailed communication plans and well‑maintained hospital passports. Their practice reflected a deep, nuanced understanding of people’s needs and empowered individuals to live safely, confidently, and with greater autonomy. Managers investigated incidents thoroughly and opportunities for learning were shared with staff. The facilities and equipment met people’s needs, were clean and well-maintained and any risks mitigated. The registered manager ensured staff not only received regular training and appraisals to maintain high‑quality care, but also prioritised specialist training tailored to people’s individual needs. This strengthened staff confidence, deepened their expertise, and enhanced the overall standard and consistency of support delivered. Staff managed medicines well and involved people in planning any changes. The registered manager focused on continuous improvement and was exploring opportunities to enhance person-centred approaches, such as increasing peoples involvement with medicines processes.People consistently reported feeling respected and having a real influence over decisions about their support, and relatives described the home as “very welcoming” and “like a family.” Staff demonstrated exceptional kindness and dignity in their interactions, and leaders promoted an inclusive, open culture.Extremely strong partnership working with health professionals, ensured continuity of care and timely access to external services. Governance systems monitored outcomes and drive continuous improvement, supported by staff engagement and feedback.The registered manager demonstrated an exceptionally clear vision and values, which embedded RSRCRC principles into improvement plans. Leaders were visible and approachable, and staff described feeling supported and confident to raise concerns. Community engagement was exceptionally strong, demonstrated through creative initiatives such as organising a school visit that supported people’s wishes to take part in local Christmas celebrations. In addition, the service worked proactively with local businesses to promote awareness and advocate for improved accessibility, ensuring community spaces were inclusive and welcoming for the people supported by Crawford Care Home.