Bakers' Villas

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture rooted in transparency, equity, equality, human rights, diversity and inclusion. Managers created a clear and shared direction that brought people and staff together, promoting openness, collaboration and a strong sense of community. Staff reported feeling respected, well supported and able to speak openly, describing managers as approachable, encouraging and always willing to listen.

The registered manager was visible, approachable and actively involved in daily practice, working closely with the care manager to monitor risks, share updates and drive improvements, including noting that staff record keeping had improved through ongoing oversight.

The registered manager and care manager demonstrated they were capable,compassionate and inclusive, and they consistently acted with integrity and openness. They understood the needs of the service and were highly visible and hands on, supporting staff with day-to-daycare and offering guidance whenever it was needed. Staff reported that managers listened, encouraged them to speak up and created a positive culture where concerns were addressed quickly and without judgement. Managers promoted fairness and respect, valued their team, and worked collaboratively to ensure people received safe,person-centred support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff consistently felt able to speak up and had confidence that any concerns they raised were listened to and acted upon. They reported that managers were approachable, supportive and created an open environment where issues could be shared without fear. One member of staff told us, “Our values are about being open, fair and respectful. I always feel listened to and supported by managers, and I feel completely safe to speak up.”

Staff members stated they knew how to report concerns and had previously raised issues when needed, trusting that managers would respond promptly and fairly. The provider also had a whistleblowing policy in place, which set out how staff could raise concerns safely, including how to escalate concerns outside the service if needed. This demonstrated a positive culture of transparency and learning, where speaking up was valued and encouraged.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The service had promoted a fair and inclusive working environment where staff were treated with respect and supported as individuals. Managers demonstrated a commitment to equality, including ensuring staff were not discriminated against because of their age; for example, an older staff member had been supported to remain in a valued role within the team. When a new staff member from a different cultural background joined, managers and people had taken steps to help them feel included, such as learning simple words from their first language. Staff also told us they felt supported and able to discuss personal needs, with flexible working arrangements offered where appropriate. This inclusive approach had helped create a positive, welcoming culture across the workforce.

The registered manager and care manager demonstrated good governance, effective management and long-term stability, ensuring the service operated safely and consistently. Staff confirmed they felt supported and guided by managers. Comments included, “We work with different colleagues on the rota to ensure we all build a strong working relationship,” reflecting management’s role in fostering teamwork. And “We have clear policies and the involvement of [name of registered manager and care manager] every day to help and support us,” demonstrating that managers were present, accessible and committed to maintaining a well-run service.

However, governance arrangements required strengthening, to ensure areas such as overdue staff supervisions, appraisals and missed safeguarding notifications were addressed promptly, consistently recorded, and monitored effectively as part of robust oversight processes.

Despite this, the registered manager and care manager were highly responsive and acted immediately on the issues identified, taking swift steps to update documentation and ensure compliance. Regular audits of infection control, medicines and care planning further supported continuous improvement and sustainability across the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service worked positively with partners and the wider community to improve outcomes for people. Managers and staff maintained strong relationships with local health and social care professionals, including GPs, district nurses, pharmacies and specialist teams, ensuring people received timely and coordinated support when required. The service also fostered a sense of community within Bakers Villas by involving people in social committee meetings and planning local events, helping people stay connected, engaged and active. These partnerships strengthened the quality of care and promoted a supportive, inclusive environment where people felt part of a wider community.

The service had demonstrated a commitment to learning and improvement, and staff told us they felt increasingly supported to reflect on their practice and develop their skills. Managers had begun strengthening systems such as incident reporting, care plan reviews and audit processes to ensure learning was captured more consistently and translated into improvements. Staff also shared examples of positive changes, such as clearer daily medication checks and improved communication about people’s needs. Although further work had been required to embed these processes fully, the service had shown willingness to learn, adapt and improve the quality and safety of care.