Goldenview Care Home

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.

This is the first assessment for this newly registered service. This key question has been rated 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 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager promoted a culture of openness and demonstrated a genuine commitment to ensuring the service was safe, effective, and a happy place to live for everyone, whether they were permanent residents or receiving D2A support.

The service was inclusive and supported people with a wide range of needs, some of which brought significant challenges. Despite this, there was consistent dedication to creating a welcoming, comfortable, and supportive environment for people.

The registered manager said, “The providers reinforce our ethos about us delivering good care in small, homely environment. Staff know the values and how we operate and are always friendly, warm and deliver personalised care to residents. We all treat all residents like one of own.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders were well trained, experienced and knowledgeable, and led by example. Staff told us they recognised the wide range of skills and expertise within the management team and would draw on this when seeking guidance or support.

Leaders were highly visible within the home actively supporting both staff and people using the service, and modelling the standards and behaviours expected across the team.

Staff had defined roles and responsibilities, which promoted accountability and ensured that care tasks were carried out promptly and appropriately. This structured approach supported continuity of care and enabled staff to work confidently and effectively.

Staff comments received included, “The registered manager is very friendly, and we can approach them at any time”, Management will listen and help” and “If we have issues or concerns the doors are always open - we can run in- the management are always helpful.”

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

Staff told us they experienced an open and transparent culture, where they felt listened to and able to raise concerns confidently. There was a whistleblowing policy in place which staff were aware of and told us they would feel confident speaking up in line with the policy. One staff member said, “The policies are in the office if want to check them. I have not yet used the whistle blowing policy.” Another staff member said, “We have management to talk to here and we have the other staff here too- It is a completely supportive environment here.”

The registered manager told us, “We have always been very open, when things are going well, we tell the staff, and when things are not going well, they know this too. Staff know they can call and access one of us 24/7.”

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.

There was an inclusive culture where diversity was actively welcomed and valued. Staff told us they felt able to be themselves at work, and there was appropriate support available for anyone with additional or diverse needs. Equality was embedded within the service and shaped how people were supported and how staff were treated.

This approach strengthened the team and promoted a culture where everyone could succeed and contribute to high‑quality care.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There were effective systems in place to monitor and manage safety and quality across the service. Regular audits were completed, enabling the management team to maintain standards, identify areas for improvement and implement targeted action plans to drive development.

Not all audits consistently documented who completed specific actions and when. In some cases, the records only included a generic note indicating that an action had been taken or an issue addressed. We feedback to the registered manger audits should provide clearer details, including names and dates, so that leaders can be held responsible. The registered manager welcomed the feedback and demonstrated a positive approach to improving governance processes.

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 provider and management team worked closely with partner organisations to promote safety, quality and effectiveness across the service. They maintained strong links with the local authority and accessed support from specialist organisations such as The Home Office to ensure that overseas staff were recruited safely and in line with legal requirements.

The provider had also developed strong community connections, including partnerships with local churches, schools and colleges. These relationships helped to build meaningful links, opportunities and activities for residents, enhancing their experience and sense of belonging and wellbeing.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider and management team were committed to continuous learning, innovation and improvement across the service.

The provider, management team and staff worked together, showing dedication and passion for delivering high‑quality care.

The registered manager was committed to ongoing professional development and to sharing learning across the service for the benefit of residents.

Due to the nature of the D2A process, the service supported a wide range of people with varying needs. Staff and leaders responded proactively to challenges, ensuring each person’s stay, no matter how short, was as effective, positive and supportive as possible.

As the D2A process was due to conclude, the registered manager shared new ideas and innovations designed to support ongoing improvement and maintain high standards of care.