Speirs House

The following is CQC's published account of its assessment, published 14 October 2025. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 11 September 2025. We undertook this assessment to review progress made since our last assessment and to follow up on previous breach of regulation.

The service is a care home providing personal and nursing care to older people living with dementia and physical disabilities. At the time of our assessment there were 36 people using the service.

The provider was previously in breach of the legal regulation in relation to Safeguarding service users from abuse and improper treatment. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

The provider had a good learning culture aiming to protect and keep people safe. Any improvements identified during this assessment were actioned quickly by the management team which showed a good leadership of the service. This was in relation to visitors accessing the home securely, right to consent, end of life care training and policy for do not attempt cardiopulmonary resuscitation (DNACPR) decisions.

People had control over their own care and wellbeing because the service had highly valued their right to independence and choice. Staffing levels ensured safe care delivery at the service. Staff were suitably recruited. People's medicines were administered safely and securely stored.Systems and processes were in place to safeguard people as necessary.Care records included guidance for staff on how to meet people’s care needs. People were involved in assessments and reviews of their communication, personal and health needs. Care was based on latest evidence and good practice. People’s nutritional needs were adhered to making sure they were provided with their preferred meal choices. Staff worked with all agencies involved in people’s care for the best outcomes and their healthy living. People were treated with kindness and compassion. Staff protected people’s privacy and dignity and treated them as individuals. People were encouraged to maintain relationships with their families. Staff provided information that people could understand. People knew how to give feedback and were confident the provider took it seriously and acted on it. The provider supported staff’s wellbeing. Leaders and staff had a shared vision and culture based on listening, learning and trust. The management team was visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt confident to give feedback and make suggestions. Managers worked with the local community to deliver the best possible care to people. There was a culture of continuous improvement with the staff team given the necessary time and resources to implement their ideas.