Coldwells House

The following is CQC's published account of its assessment, published 12 January 2026. References to “we” mean CQC. It describes findings at that time.

Date of the assessment: 26 November to 2 December 2025. Coldwells House is a residential care home, supporting up to 42 older people who may be living with dementia, physical disability or with mental health needs. At the time of our assessment, 40 people were living at the service.

An unannounced inspection took place to review the quality of care and compliance with legal regulations. We assessed the service due to concerns received about poor management of medicines.

The home had a very well maintained environment and grounds which were used by people, their friends, and relatives. There was a positive culture and atmosphere at the home and visitors were welcomed with no restrictions. People’s food and fluid needs were met and people told us they enjoyed the food. Care plans were detailed and person-centered, and medicines were administered safely. Risk assessments were in place and regularly reviewed.

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care which met people’s individual needs. Staff had a good understanding of safeguarding processes and respected people’s wishes. Where people were unable to make their own decisions, they were supported in line with the principles of the Mental Capacity Act 2005.

People’s care needs were assessed appropriately, and care was delivered in line with people’s care plans. The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

Members of staff were exceptionally kind and caring. They treated people with dignity and respect. This had a hugely positive impact on people. Care and support for people was personalised and tailored to their individual needs and preferences. People with protected characteristics felt supported. There was exceptional support for people to maintain their independence and retain choice and control over their daily lives.

People had end-of-life care plans which detailed the care and support they wanted and needed to make them comfortable. Families were supported to spend time with their loved ones during the last days of their lives.

The management team had a very clear understanding of the provider’s vision for the care home, which was based on meeting people’s needs and actively involving them in their care and the running of the care home. The provider fostered a positive culture where people felt they could speak up and their voice would be heard. They had excellent quality assurance systems in place to ensure oversight of the service. 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. The provider understood and carried out their duty to collaborate and work in partnership, so services worked seamlessly for people. The provider encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. Feedback from staff, relatives and health professionals emphasised this was an extremely well-run and caring service.