Wilton House

The following is CQC's published account of its assessment, published 21 January 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 25 and 26 November 2025, which included an out of hours site visit.

Wilton House is a residential care home providing personal care and accommodation to young people living with a learning disability and autistic people. At the time of the inspection, there were 5 people using the service. We caried out this assessment due to the age of the rating and we were also prompted in part by concerns raised about people’s safety. We found no evidence to support these concerns.

During this assessment we spoke with people and their relatives. We also completed a Short Observation for Inspection (SOFI) as part of the assessment which helps us to understand people’s experience of using the service. We spent time with people in the evening to understand their experience of homelife and how staff supported and interacted with people. We spoke with staff including support workers, senior support worker, the registered manager and the quality and compliance manager with responsibility for provider oversight. We looked at people’s care records, medicines management, the environment, and records relating to staff and the management of the service.

We expect health and social care providers to guarantee people with a learning disability and autistic people respect, equality, dignity, choices and independence and good access to local communities that most people take for granted. ‘Right support, right care, right culture’ is the guidance CQC follows to make assessments and judgements about services supporting people with a learning disability and autistic people and providers must have regard to it. We found the provider was meeting the principles of this.

People received safe and effective care at Wilton House. Systems were in place to safeguard people from the risk of abuse. Staff were recruited safely, trained and supported in their role. Staff knew people well and had been trained in de-escalation techniques. There were enough staff to meet people’s needs and to support them to take part in activities and events of interest to them.

The registered manager and staff were responsive when things go wrong and ensured any lessons learnt was embedded. Staff supported people to have maximum choice and control of their lives and followed best practice in decision-making process underpinned with policies that supports this practice.

Staff told us they enjoyed their work and had opportunities to develop. Staff told us they were respected and treated fairly by the registered manager and the provider.

Management and staff were committed to promoting people’s independence and choice so they could live their best life. Risks to people had been assessed, managed, and monitored and support plans contained good quality information and provided clear guidance for staff to follow.

Management and staff supported people to maintain and develop their independence, treated people as individuals, and people were involved in their assessment process and developing their support plan. Staff were trained to provide person-led support and promoted people’s safety and independence with the right support and empowerment. The registered manager and staff worked collaboratively with health care professionals to ensure people received effective support.

Staff communicated with people in ways that met their needs. Staff protected and respected people’s privacy and dignity. Staff supported people with their medicines and accessed health care support to promote and maintain good health.

Systems were in place to ensure people lived in a safe and clean environment; suitability furnished and decorated to their liking.

The registered manager and staff worked closely with external professionals to ensure people received consistent, effective and joined-up care and support.

Leaders and staff worked together to provide responsive and person-centred care and support. There were mechanisms in place to raise concerns and to speak up without fear. Concerns and complaints were acted on in line with procedures.

The registered manager and staff were knowledgeable about their roles, accountability, responsibility and best practice. The governance systems and processes were established and use to monitor all aspects of the service and to drive improvements. There was a business continuity plan in place, and this was kept under review for management and staff to manage unplanned events and emergencies. There were effective processes in place to ensure promoting people’s rights and helping them lead a fulfilled life remained at the heart of the service.