Goldwell Manor 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 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 86 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Leaders were passionate and innovative in ensuring there was a shared vision and strategy on delivering high quality care. We found Goldwell Manor Care Home had an exceptionally positive culture demonstrated by staff and leaders in their roles. Staff consistently told us how they enjoyed working at the service and leaders told us of how they ensured staff understood the visions and values of the service which was embedded throughout their systems and processes. The provider issued staff with pocket size cards as helpful reminders of their mission and values and how staff should promote this in their practice. The provider evidenced how continuous collaboration and learning was a core focus of their strategy. We found many initiatives in place to ensure people, their relatives, stakeholders and staff had opportunities to express their views. The provider demonstrated a positive listening culture by acting on feedback they had received and informing and updating people of any changes they made as a result of this. We observed staff to prioritise safe care and demonstrate an understanding of inclusive care by supporting people to overcome any inequalities they may face. People and their relatives were consistently positive about their experiences of Goldwell Manor Care Home and how the leadership and staff team were approachable and how they had developed positive relationships with them.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

We found leaders to be experienced knowledgeable and passionate about delivering high quality care and ensuring staff were provided with the necessary skills and resources to ensure their vision was upheld. Staff consistently told us how they felt supported in their roles and how they found the registered manager and provider approachable, open and honest. Staff told us the communication systems and team working within the service were robust and effective. One staff member told us, “We get a very good handover, we find out if there have been any care plan updates, if anyone is unwell or if someone is off their food, everything is written down and passed on.” And another staff member told us, “We all work as a team, there are lots of different roles housekeepers, activities, maintenance, kitchen we all work together to make sure the residents are looked after and are happy.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

The registered manager ensured staff had information about the providers whistleblowing and safeguarding procedures, these were discussed at induction, staff meetings and in supervision. Staff understood these procedures and how to report any concerns they had. The provider had several initiatives to promote an open and transparent culture where staff were supported to speak up, for example the provider held regular ‘Cupcakes and conversations’ meetings where staff could come and talk to the provider about any work-related matters. The provider also sent staff surveys to gather their feedback, we found the provider had analysed the results of these and provided staff with a ‘you said we did’ in response to the suggestions staff had made.

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 registered manager demonstrated how they valued staff by working closely with them to understand staff’s individual needs and by making reasonable adjustments to accommodate and support them in their work. The provider recognised and rewarded staff practice with various initiatives such as award ceremonies and employee of the month schemes. We also found the provider hosted coffee mornings and held fundraising events for mental health charities this also promoted awareness about mental health in the service.

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

The registered manager and provider demonstrated excellent oversight of the service, every aspect of the service was comprehensively audited with findings analysed for improvement and service development. The registered manager evidenced exceptional leadership who made sure achieving positive outcomes for people, their families and staff team was their focus. We found robust and effective quality monitoring systems in place which were regularly reviewed by the provider to ensure they were up to date with best practice within the sector. The provider focused on key areas such as reducing the use of anti psychotic medicines and ensuring activities and the environment were adapted and supportive to people living with dementia. The provider ensured that activities were carefully planned and adapted to promote engagement and inclusivity.

Objects and things to do which catered for people’s varying needs and interests were found throughout the service. The registered manager had robust systems in place to manage risk. For example, people’s fluid and nutrition risks were monitored and analysed to high standard. These were reviewed daily as a minimum, and we found because of this, positive outcomes had been achieved with people meeting their nutritional goals and staff making timely interventions when people needed additional support. In addition to this staff used nationally recognised tools to monitor for any changes in people’s presentation.

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.

People’s wellbeing had been significantly improved by the staff’s partnership working with external stakeholders. We found the registered manager and staff team had built established links with hairdresser’s, churches and various entertainment groups to provide support and wellbeing activities. We observed the positive impact these had, people were keen to attend the planned activities and told us how they had enjoyed them. The staff also supported people to organise and host clubs that were of interest such as book clubs and poetry clubs. People were supported to access activities and were kept well informed of what was happening when through various newsletters, displays and schedules. The service worked in partnership with people’s relatives to involve them and update them on their family member’s care. Family members told us they also felt supported by the service. One relative told us, “Even the manager is approachable, they are more like a friend and are always there for me” And another relative told us, “They always ring me if they have any concerns.” We found established effective processes were in place to ensure partnership working with people, their relative’s external professionals were maintained to ensure everyone worked collectively to support people’s health 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.

We found effective systems and processes in place to ensure continuous learning and improvement, findings from audits, forums, meetings and feedback received was recorded and thoroughly analysed by the registered manager. We found many examples of the actions the registered manager had taken in response to these findings, such as when a people had put forward a suggestion for a television to be added to a communal space, this was put in place. We also found when people had made various requests and suggestions such as making biscuits, animal therapy, changes to the times of activities and additional food condiments this had all been actioned. We observed the morning meeting, where heads of department attended and provided feedback to each other and the registered manager, important information was shared and a focus on improving outcomes for people was evident in the way priorities were set and how progress was monitored. Regular staff meetings took place involving all staff, we reviewed the minutes of these meetings and found findings and learning from the registered managers overview of the service was shared with staff and they had the opportunity to make suggestions and feedback their experiences. We also found when incidents or accidents had occurred specific learning had taken place to understand the cause and what could be done differently to make improvements within the service.