The Bakery

“At the time of the inspection, 4 people lived at the service on a permanent basis. In addition, 2 people were staying at the service for overnight respite care and 1 person was attending the service for day respite. Records showed people living at the service had been consulted about others accessing the service for respite care and had expressed positive views about this. Documentation also indicated that most people were already familiar with one another through previously attending day services together. However, people's responses to visitors could vary depending on the circumstances, and staff were aware of the need to provide reassurance and support where required.”

“The inspection commenced on 27 August 2026 with a site visit. During the visit, one person became distressed by the presence of unfamiliar visitors in their home. To minimise any impact on their wellbeing, we limited our on-site inspection activity to one day and spent most of our time away from the individual concerned. After the visit, we reviewed a number of records remotely. We also engaged with people's relatives and obtained feedback from stakeholders to help inform our assessment of the quality of care provided by the service.”

“Governance systems were used to monitor the quality of support. Regular audits of support planning and risk management helped identify issues, so that action could be taken to drive improvement. Due to recent management changes within the service, staff were unable to provide detailed feedback on leadership and management arrangements, as these changes were still new and had not been in place long enough for staff to fully assess their impact. Some staff however confirmed they had seen improvements in governance and oversight arrangements, following recent leadership changes.”

“The service had experienced a number of management changes over recent months. At the time of the inspection, a registered manager from another of the provider's services had recently registered as manager of The Bakery while continuing to manage their existing service. A deputy manager had also recently been appointed and told us they would be based permanently at the service to provide day-to-day leadership and support for staff. The additional management presence was intended to provide staff with greater support and visibility from leaders, helping to improve staff morale and strengthen the culture within the service whilst maintaining good outcomes for people.”

“People remained at the centre of their support, with staff working alongside them to develop personalised plans and view challenges as opportunities for learning and personal growth. Effective systems were in place to drive continuous improvement and achieve positive outcomes.”

“Staff demonstrated a strong understanding of people’s social, emotional and relationship needs, actively involving them and their representatives in…”