Bakers' Villas

This was a responsive inspection based on the length of time since the last assessment.

Throughout the visit, people consistently reported feeling safe, well supported, and treated with dignity and respect. They described staff as “kind”,“caring”,“excellent”, and “like family”. Staff demonstrated a good understanding of people’s health needs, routines, histories and communication preferences, and used this knowledge to deliver person-centred and compassionate care.

The service benefited from a stable, long standing registered manager and staffing team. Both the Registered Manager and Care Manager were visible,approachable and highly regarded by people and staff. Staff felt valued, confident to speak up and well supported in their roles. Daily handovers, close teamwork and flexible rotas helped maintain continuity and responsiveness.

People received support that was effective and adapted to changing needs. Staff worked collaboratively with GPs, district nurses, pharmacies, therapists, palliative care teams and other professionals. Care plans reviewed during the visit contained meaningful detail about risks, routines, equipment, mobility needs and health conditions. People reported receiving their medicines on time and being supported appropriately with nutrition, hydration and personal care.

The culture of the service was warm,inclusive and responsive. Activities such as bingo, crafts, clubs, social gatherings and seasonal events helped reduce isolation and promoted wellbeing. Staff supported people to make choices, maintain independence where possible, and participate in daily life in ways that mattered to them. People said they felt listened to and knew how to raise concerns. Complaints had been recorded and managed appropriately.

There were, however, some areas requiring improvement, these included gaps in supervision frequency, incomplete verification of some recruitment documents, and where a gap in employment had not been fully explored. We also noted that incidents and accidents were not always reported to the local authority or to CQC as required. The registered manager was receptive to the feedback and guidance provided and took immediate action; both incidents we identified were retrospectively referred to the local authority safeguarding team, and the appropriate notifications were submitted to CQC.

Despite these governance weaknesses, the overall quality of peoples’day-to-day experience remained extremely positive. People felt safe, respected and well supported, and staff presented as dedicated, compassionate and committed to achieving good outcomes. Continued focus on improving documentation, audit processes, and notification practices will support the service to maintain and build upon the positive care culture already in place.