California House

We spent time in the home, which included an out of hours visit on 10 June 2026. Following this visit, we spoke with relatives, health and social care professionals and reviewed information which the provider had sent electronically.

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

People had their own rooms within a shared house. The layout and design of the home enabled personalised care and allowed people to live and remain within their community for respite periods or on a longer term basis. This promoted independence, ownership and belonging, in line with the principles and values of ‘Right Support, right care, right culture’ guidance. The service consistently demonstrated practice which reflected the principles of this guidance throughout the assessment.

People were safe and protected from avoidable harm. There were well established admission procedures to ensure safe transition into the service. The environment was safe and suitable for people. There were enough trained and competent staff to meet people’s needs. Medicines were safely managed and there was an established process for reporting incidents and learning.

Staff completed a thorough assessment of people’s needs. Care and treatment was based on best practice guidance with input from people, families and multi-disciplinary colleagues (MDT). Staff worked collaboratively with people to support them to gain independence, live healthier lives and improve outcomes. Staff supported people to make informed decisions, encouraged people to exercise their rights and respected their choices.

People received exceptional care and support which was kind, sensitive and respectful. There was a very strong person-centred culture where staff demonstrated a passion to provide best outcomes. Staff embraced the individuality of people they cared for and encouraged them to grow and develop their independence and confidence through meaningful interaction, activity and connection. People’s choices, personal routines and preferences were prioritised and respected. The provider had several initiatives to support staff wellbeing.

Staff demonstrated a person-centred approach with people at the heart of all care, support and treatment decisions. People could access healthcare services they needed through established and accessible pathways. Information and signage was available in accessible formats to address potential inequalities, improve communications, inform people and assist understanding. People were involved in the service development and had several platforms where they could voice their opinions, contribute ideas and provide feedback.

There was a positive team-ethos and inclusive culture. Staff at all levels of the organisation were committed to ensuring best outcomes for people and to ensure they were happy in the home. Managers were involved and visible. They led with passion, empathy and motivated their staff to make a real difference to people. Staff were comfortable speaking up and contributing ideas to develop the service. Governance and assurance processes were organised to recognise good practice, identify any areas for development and drive improvements in a supportive manner. The service worked well with partners, professional colleagues and their local community.