The Regard Partnership Limited - Grove Road

The following is CQC's published account of its assessment, published 17 August 2026. References to “we” mean CQC. It describes findings at that time.

About the service

The Regard Partnership Limited - Grove Road is a care home providing personal care to people. At the time of our assessment there were 7 people using the service.

Who the service is for

This is a specialist service for people with a learning disability and/or autistic people.

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 received respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.

Key findings

We carried out this assessment between 14 July 2026 and 23 July 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. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

The registered manager promoted an open and transparent culture where people, staff and others felt confident to raise safety concerns and report incidents. Concerns and incidents were thoroughly investigated, and learning was shared across the staff team to support continuous improvement and help keep people safe.

Staff understood their responsibilities to safeguard people from abuse and knew how and when to report concerns to the relevant people and agencies. A staff member told us, “Safeguarding is about protecting people from harm and abuse…We make sure people are always protected and kept safe from discrimination. If someone was being abused I would report this to my line manager.”

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 they had choice, control and freedom over their lives.

Risks to people had been assessed, and staff had access to current information and guidance to manage these effectively while promoting people's safety and wellbeing. A relative told us, “I feel [family member] is very safe there. [Family member] has no sense of danger, but they make sure [family member] can move safely around.”

Regular health and safety checks of the premises were undertaken, and equipment and safety systems were serviced and maintained to ensure they remained safe and in good working order.

There were enough staff to provide people with the care and support they needed. The provider undertook employment checks on staff to make sure they were suitable to work with people using the service.

Staff received appropriate training, supervision and support to enable them to meet people's needs effectively. Training was refreshed regularly to ensure staff delivered evidence-based care in line with current best practice. A relative said, “The staff training appears to be good, and they have learnt a lot which is put into practice.” A staff member told us, “The training is very effective and when it comes to the people we support, it plays a major role in how we support them.”

Medicines stocks, balances and records showed people consistently received the medicines prescribed to them.

People received person-centred care from staff who knew them well and understood their individual needs and preferences. People, and those involved in their care, were actively involved in assessments and regular reviews to ensure care plans reflected their wishes and how they wanted their support to be provided. The registered manager regularly reviewed people’s care and support to ensure people continued to achieve positive and consistent outcomes.

People were supported to understand their rights around consent before staff provided them with care and support. People were listened to and their feedback was used to make changes to the care and support they wanted. Staff understood people’s right to receive care and support that met their individual needs.

People were treated with kindness, compassion and respect by staff who promoted their privacy, dignity and rights. A relative told us, “I have seen the staff with people, and they treat people with dignity and respect. I have that feeling of care when I walk in.”

People had choice and control over how their care and support was provided and staff encouraged them to do as much as they could and wanted to do, with activities of daily living, to maintain their independence.

There was a welcoming and inclusive culture at the service. The registered manager led by example, working alongside staff to motivate and support them to deliver high-quality care in line with the service's values. A relative told us, “[Registered manager] treats people like her own family. She is always on the floor and interacting and hands on with people. It is all very natural from her. Even when she is not there, the place is great as she has set the expectation for all the staff team.”

Governance arrangements were in place to support the delivery of safe, high-quality and sustainable care. The registered manager actively sought feedback from people, relatives and staff to promote continuous learning and improvement. Feedback, together with learning from incidents, audits and quality assurance checks, was used to drive improvements in the safety and quality of the care provided.