Goldenview Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were thoroughly assessed when transferring into the service. Due the nature of some of the admissions, the registered manager occasionally encountered challenges when information provided at admission was incomplete or inaccurate. However, they worked proactively with other professionals, as well as with people and their relatives, to gather the details needed. This collaborative approach ensured that assessments were accurate and that people’s individual needs were met safely and effectively.

A professional working with the service told us, “They [Registered manager] has managed some complex people, and they are managing the transition really well for people coming from hospital and upon discharge.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People’s needs were accurately identified and appropriately met. Staff involved people in decisions about their care as much as possible, and where individuals were unable to express their views, advocates were engaged to support them. This approach helped ensure people experienced the best possible outcomes and that care remained person‑centred.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The provider worked effectively with other professionals and with people using the service to ensure that individual needs were accurately identified and built upon when people were admitted to the service. This ensured the registered manger and staff were able to meet the needs of those new residents, while also maintaining safe and consistent support for people already using the service. Strong partnership working ensured that this process was achievable and well-coordinated.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People received appropriate and timely support, which enabled their health needs to be accurately identified, fully assessed and effectively met.

Staff ensured that people had access to healthcare professionals and relevant services whenever required, supporting and promoting positive health outcomes. This meant people’s wellbeing was maintained and ensured care remained responsive to their needs.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Systems were in place to ensure that outcomes remained positive and consistent, meeting the needs of people using the service.

People received regular reviews, ensuring their needs were accurately updated and that appropriate treatment or interventions were provided in a timely way. Staff worked closely with other professionals when required, enabling a coordinated approach that ensured people’s needs were met effectively and without delay.

A healthcare professional told us, “They [Registered manager] contact us straight away if there are any health issues. There are good links with the GP so any physical health concerns they raise quickly and are dealt with. I have been there at these times and hear staff chatting with one another and the manager to raise their concerns."

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. This can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that mental capacity assessments were in place, and the provider was meeting their obligations in relation to DoLS.

Staff skills and experience were effectively utilised to support the completion of MCA assessments. A Registered Mental Health Nurse (RMN) took a lead role in this area and shared their specialist knowledge with the wider team, enabling other staff to develop the confidence and competence needed to complete assessments appropriately. This approach helped ensure MCA processes were applied consistently and in line with best practice.