49 Bath Road

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People were supported by staff who knew them well and understood their emotional needs. External professionals described staff interactions as “consistently respectful, supportive and caring.” Families said support reduced anxiety and helped people feel safe and settled.

Staff took time with people and did not rush interactions. They supported personal care sensitively and adjusted their approach based on people’s communication and preferences. This helped preserve dignity and ensured people felt respected during daily routines.

Staff demonstrated patience and attentiveness, particularly when people were distressed or anxious. Support focused on reassurance, calm communication and maintaining familiar routines, which helped people feel emotionally secure.

People experienced compassionate and respectful care, demonstrating staff consistently promoted dignity and emotional wellbeing.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care and activity plans reflected people’s personal histories, interests and sensory preferences. Professionals said people were “well supported to access the community and lead interesting lives,” which showed staff used plans in day‑to‑day practice rather than as static documents.

Staff adapted plans when activities were not successful instead of withdrawing opportunities. This showed staff focused on enabling participation and learning what worked best for each person.

Staff respected people’s cultural, faith and dietary needs and incorporated these into care planning and daily routines. This supported inclusion and equality and helped people feel recognised and valued as individuals.

Personalised support enabled people to feel understood and supported to live meaningful lives

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff supported people to make choices using visual aids, established routines and personalised communication approaches. This helped people understand options and make decisions in ways that reflected their communication needs. Where people could not communicate their views independently, staff involved families and professionals in decision‑making to ensure people’s preferences, rights and autonomy were respected.

People were supported to make choices about daily activities, food and experiences that mattered to them. Easy‑read materials were used to support involvement, such as visual recipes that enabled people to take part in meal planning and food preparation, and easy‑read holiday story books that explained upcoming trips, who would support them and what activities they could expect. This helped people feel informed and reduced anxiety around change.

Staff respected how people chose to engage. Records showed people were free to attend residents’ meetings or decline without pressure, and staff adapted their approach by checking in with people individually in ways that suited them.

Overall, people were supported to make choices and build independence at their own pace, which increased confidence, involvement and quality of life.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff recognised changes in people’s presentation and responded quickly to meet immediate physical, emotional and behavioural needs. Staff adjusted support in response to distress, changes in mood or health concerns, using reassurance, familiar routines and environmental adjustments. Professionals said staff showed “good awareness of residents’ needs” and were attentive to changes, seeking advice or support when required. Observations showed staff anticipated distress and intervened early to reduce escalation

Care records showed staff responded to incidents and emerging needs without delay, adapting support rather than waiting for scheduled reviews. Where people experienced distress or behaviours that could place themselves or others at risk, staff followed positive behaviour support guidance and provided consistent one‑to‑one support to de‑escalate situations safely.

Families said staff were responsive and communicated clearly when needs changed. One relative said, “If there are any concerns, staff explain what they are doing and act straight away,” which showed people and families were kept informed and reassured.

This meant people received timely and responsive support that helped reduce distress, maintain stability and ensure they felt safe and supported when they needed help most.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Systems were in place to support staff wellbeing through regular supervision and appraisal, giving staff opportunities to reflect on their practice, discuss their wellbeing and identify development needs. Managers used supervision to provide guidance, reassurance and support, including following incidents, which helped staff feel supported and valued in their roles.

Staff also had access to a range of wellbeing and support resources, including a confidential 24-hour employee assistance programme offering support with mental health, stress and anxiety, bereavement, financial concerns, legal matters and family issues. This support extended to immediate family members, enabling staff to access help at times that suited them. Additional wellbeing and lifestyle support was available, including discounts on health, fitness and lifestyle products, with leaders actively promoting awareness of these resources.

The provider demonstrated a person-centred approach to staff support by making reasonable adjustments in consultation with staff, including for two staff members. This ensured they could carry out their roles effectively and safely, helping them feel included, valued and supported.

Rotas showed staffing was planned to meet people’s needs across day and night shifts. Leaders monitored staffing arrangements and used flexible cover to maintain continuity, which helped manage workloads and maintain team stability. Staff guidance promoted an open and inclusive culture, encouraging staff to raise concerns and reinforcing expectations around teamwork, respect and shared values.

These arrangements supported a stable, supported workforce, enabling the consistent delivery of safe, person-centred care.