Holly House 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. At the last inspection we rated this key question good. At this inspection the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care. 

This service scored 89 (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 clear shared vision, strategy and culture that promoted person‑centred, inclusive and values‑led care. Leaders modelled the behaviours they expected from staff, and this was reflected consistently in the way people, relatives and professionals described the service. Staff told us the home was “a friendly, welcoming and respectful place to work” and spoke about a culture where “all staff views are important” and everyone contributed to improvements. People, relatives, professionals and staff explained how the management were genuinely committed to putting people’s needs first. Numerous examples were provided of the actions the team had taken to ensure people continued to have a good quality of life and be active players in their own lives. People only need to mention once something they wanted to do or achieve, and this was done. People described how they felt like ‘respected family members,’ and ‘nothing was any trouble,’ which had significantly improved their sense of wellbeing.

People using the service, relatives and external professionals repeatedly described a warm, caring and positive atmosphere. Professionals told us Holly House was “a calm, positive and well‑organised service,” and that leadership set “the tone for a culture of professionalism, compassion and accountability.” Relatives consistently reported a homely environment where staff were kind, supportive and responsive, stating, “[Person’s name] is happy and well supported and cared for living there.”

The culture was inclusive and underpinned by empathy, dignity and respect. Staff understood people’s individual needs and preferences extremely well, helping foster trusting relationships. Leaders promoted openness and a learning culture, and staff described the home as “the best care home I have worked in.” A visiting professional said, “All of the staff are positive and clearly have a good relationship and rapport with the residents and their families. Many times, I have sat in the office and families of residents and residents themselves will come simply for a chat or a catch up. This is wonderful to see and again I wish we had the same in our other homes.”

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. The management team at Holly House was strong, visible and compassionate. Staff consistently reported that management were “approachable, supportive and available,” and that they felt “trusted, valued and supported.”

Leaders were well respected by external professionals, who described the registered manager as “approachable, professional and highly engaged,” with values that were “embedded throughout the staff team.” Staff described a leadership approach grounded in kindness and inclusive decision‑making, with senior staff role‑modelling good practice. One senior carer told us, “I feel listened to by management and they take on board my opinions and concerns.” Relatives told us leaders were responsive and accessible, explaining, “If we have raised anything in the past it has been acted upon quickly.” Staff reinforced this, describing how their suggestions were listened to and acted on.

Leaders were present in day‑to‑day practice and demonstrated a detailed understanding of residents’ needs. Several professionals highlighted the manager’s strong involvement in multidisciplinary teams and innovation projects. A visiting professional said, “We are currently collaborating with Holly House on a project to trial oneof our wellbeing sensors and measure its effectiveness within their environment. From the outset of the trial, the manager has played a pivotal role in the installation and deployment of the wellbeing sensor. Communication between the manager and our team has been exceptional, with open and collaborative dialogue maintained throughout. This strong partnership approach has made the project a genuine pleasure to work on, alongside a leader who shares the same commitment to delivering high-quality care for residents.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Regular meetings provided opportunities for discussion, and management was described as approachable. Staff told us they could raise concerns and that these were dealt with promptly and appropriately, saying, “I feel if I was to have an issue it would be resolved in a timely manner.”Staff reported confidence in safeguarding processes and said they would be supported if they needed to escalate concerns. Relatives echoed this, explaining they felt comfortable raising issues and that staff “acted upon [concerns] quickly.” External professionals also noted strong communication, stating they “always feel comfortable speaking to [registered manager] and [deputy manager] first.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and registered manager valued diversity and ensured they followed best practice guidance. Staff described a respectful environment where everyone worked really well as part of a team and spoke positively about the support they received from leaders.Training was available to help staff understand people’s diverse needs, and care records showed good consideration of cultural, personal and communication preferences.

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 management team worked closely with local authority commissioners to look at understand and embed new best practices into the day-to-day operation of the service. They consistently engaged in research projects such as testing out new technology placed on cups to monitor how well people were drinking, falls prevention equipment and health monitoring tools. All of which were found to improve people’s health outcomes. They also encouraged and supported staff to develop and establish creative and innovative activities programmes which people described as ‘extremely engaging and with enough challenge to keep their minds active.’

Governance systems were robust and effective. Leaders had strong oversight of the service, and professionals described governance as “excellent,” highlighting that care plans and records were “complete with up‑to‑date information.”Visiting professionals described how Staff also felt risks were managed well and that assessments were completed promptly. One staff member commented, “Risk is managed safely and effectively… any concerns are addressed straight away.”

Quality assurance arrangements were well established, with audits used to maintain high standards and identify areas for improvement. The service’s proactive approach to safety was demonstrated through timely safeguarding responses, strong multi-disciplinary team involvement and effective communication pathways. The management team were never complacent in their review of the service and not only completed various audits consistently reviewed the audits to make sure they encouraged staff to be forward thinking and look at what other improvements could be made. People and staff discussed how they were active partners in reviewing the service and finding ways to ensure it was always providing the best possible care.

Professionals consistently reported confidence in how leaders monitored quality and acted on information. Relatives also confirmed strong organisation, noting the home was “well run” and that staff were knowledgeable and responsive. The stability of the staff team and clear lines of accountability supported sustainable practice.

The management team clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Staff worked closely with people in the local community and completed a range of activities with local schools and religious groups. This led to people feeling included in life within the local community. Staff worked in effective partnership with a wide range of external professionals. Feedback from visiting professionals was consistently positive. They described the team as “extremely professional” and “always very attentive to their residents.” Staff routinely and consistently attended the multi-disciplinary team meetings, and professionals told us information was always ready and communication was “exceptional.” Relatives valued the strong links with external agencies, noting staff acted promptly on medical concerns and kept families updated. One relative explained, “When [person’s name] required emergency care… staff acted immediately and I was notified straight away.” The service was also seen as a welcoming place for families and visitors, helping maintain community connections. Professionals noted the inclusive environment, with residents and relatives frequently coming “simply for a chat or a catch‑up.”

The provider and management team demonstrated strong commitment to continuous learning and improvement. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Staff described a “strong learning culture” where lessons learned were shared across the provider’s services.The management team encouraged reflection and professional development, and staff told us training was “always of a high standard” and that they were supported to progress. They were forward‑thinking and involved in several innovation projects, including wellbeing sensors, hydration monitoring technology and falls‑prevention initiatives. Professionals highlighted the registered manager consistently high level of engagement and professionalism in trialing new technology and supporting project evaluation. Relatives and professionals described continuous improvements in care delivery, with staff responsive to changing needs and proactive in seeking guidance. Staff said they were involved in learning from audits, safeguarding discussions and improvements to the environment. This demonstrated a well‑embedded improvement culture supported by strong leadership.