Downs House

The following is CQC's published account of its assessment, published 18 December 2025. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 20 October 2025 to 5 November 2025

The service is a residential home providing support to older people. Some people lived with dementia. At the last inspection, we identified breaches of regulation in relation to staff training, mental capacity and governance. At this inspection, we found improvements had been made.

The provider was previously in breach of the legal regulations in relation to safe care and treatment, need for consent, staffing and good governance. Improvements were found at this assessment and the provider was no longer in breach of these regulations.

The provider was actively working to strengthen governance systems, improve medication procedures, and clarify staff roles and responsibilities to ensure greater accountability and consistency. These improvements were still embedding, and the newly appointed management team required time to familiarise themselves with policies, procedures, and systems.

Medication processes needed clearer guidance, more detailed records, and consistent application of protocols. The provider responded promptly, scheduling additional medication training and implementing measures to improve stock control and record-keeping. Governance arrangements, including risk registers and quality monitoring, were in place but not always applied consistently, and defined accountability was being clarified to support better communication and decision-making. These areas for improvement did not impact negatively on people’s wellbeing.

Despite these areas for development, the service demonstrated strong person-centred care. Staff listened to people, adapted care as needs changed, and involved individuals and their families in planning. People told us they felt informed and supported. Care was tailored to individual needs and responsive to feedback.

Staff treated people with kindness and respect, promoting dignity and independence. New staff received thorough induction and ongoing training, and staffing levels were regularly reviewed to ensure safe and effective care. Leadership used audits and incident data to drive improvement, and we saw evidence of progress. The provider maintained a regular presence in the home, offering guidance and support to ensure the team had the resources and confidence to succeed.