Mowbray House

The following is CQC's published account of its assessment, published 13 April 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 26 November to 16 December 2025.

Mowbray House is a residential care home providing accommodation and personal care to autistic people and people with a learning disability. The reason for this assessment was the length of time since the last assessment.

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 found the provider was meeting the principles of ‘Right support, right care, right culture.’ People were supported to express their views in various ways, staff respected people’s choices and staff encouraged and supported people to lead as fulfilled a life as possible.

Systems and processes were in place to assess risks to people and ensure they were safeguarded from avoidable harm. Staff completed safeguarding training and knew how to raise concerns. Staff were knowledgeable about people’s individual needs and risks, and how to keep them safe. There were enough staff to meet people’s needs in a timely way. Staff were recruited safely. The environment was clean, welcoming and homely, with personalised bedrooms and well maintained communal spaces.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests. The policies and systems in the service supported this practice. Where people lacked capacity to make specific decisions mental capacity assessments were completed and decisions were made in people’s best interests. Relatives and/or health and social care professionals were involved in such decisions.

Staff supported people in a very compassionate and caring way. Staff knew people’s individual needs well and people were clearly comfortable with the staff who supported them. Staff understood people’s communication needs and communicated effectively with people. There was a homely, warm and welcoming atmosphere. Staff supported people to take part in a range of activities to support their emotional, physical and social needs. Care records were regularly reviewed to ensure they reflected people’s needs. The home worked closely with external healthcare professionals to support and maintain people’s health. Staff were well supported, had completed relevant training and enjoyed working at Mowbray House.

The service was well led and the registered manager and deputy manager led by example. Staff and relatives praised the visibility, approachability and effectiveness of managers. Governance arrangements were robust, with audits leading to clear and sustained improvements. The ethos of the service was one of continuous improvement which focused on providing high-quality person-centred care and supporting people to achieve their goals.

The registered manager supported staff to follow up on things people wanted to do. For example, they supported staff to research and put risk assessments in place for people when they wanted to try something new or take positive risks.

People lived in a service which was well managed and where the registered manager led by example. The registered manager encouraged staff to support people to take control of all aspects of their lives, wherever possible. Before people moved into the service, there was a planned transition process to make sure not only that the person would be happy at the service, but also the other people already living there.