Robert Harvey House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last inspection we rated this key question good. At this assessment the rating has changed to outstanding.

This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of 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 made sure people were at the centre of their care and treatment choices andthey decided, in partnership with people, how to respond to any relevant changes in people’sneeds.

People and their family members told us they were actively encouraged to make decisions about how they wanted to be supported with their care and how they chose to spend their day. One person told us, “I prefer to spend my own time in my room, the staff always ask if I want to join in (downstairs) but I am happy with my own company and listening to the radio or watching the television and the staff respect that.” Another person described living at the home and the staff as, “Like a family, I’m very fond of all of them [staff].” The staff we spoke with knew the needs of the people they supported very well.

People and their relatives felt fully involved with their care planning which they said met people’s individual needs. Relatives told us they were kept informed around changes to their loved one’s health and well-being.

Our observations of interactions between staff, people and relatives demonstrated staff knew people very well. Care plans were detailed and regularly reviewed, with input from people and their relatives to make sure care plans were reflective of people’s individual care and support needs.

The provider had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The provider had supported 1 person to continue living independently following a stay in residential care. When the person was admitted following critical illness they had been advised they were unlikely to live independently again and would require long-term residential nursing care. This had significantly impacted their confidence, well-being and sense of identity. The registered manager explained the focus of the service was not on the person’s limitations but on understanding what mattered most to them. The registered manager continued to explain how the staff supported the person with these personal goals to be able to live independently and leave residential care.

The service worked in partnership with the person to create a rehabilitation plan centred around their aspirations rather than their diagnosis. The staff encouraged the person to personalise their environment with meaningful personal, possessions, helping them to maintain their identity. Staff understood the importance of relationships to the person’s emotional well-being, and ensured reliable Wi-Fi access to maintain regular contact with family and friends, reducing social isolation and supporting recovery. Staff acted proactively to remove barriers to independence. Physiotherapy referrals were made immediately, specialist rehabilitation equipment was sourced without delay, and nursing, care and therapy teams worked collaboratively to ensure a consistent approach focused on maximising the person’s abilities. Progress was reviewed regularly with the person, enabling goals to be adapted as their confidence and physical abilities improved. As a result of this personalised and strengths-based approach, the person progressed from requiring full support with mobilising and personal care to achieving complete independence in these areas. They also regained sufficient confidence and mobility to move from residential nursing care into assisted living, a goal the person had previously believed was not possible.

This demonstrated how the service consistently promoted independence, hope and recovery by focusing on people's strengths and aspirations rather than their disabilities. Through innovative, coordinated support, the person exceeded expected outcomes, regained control of their life and achieved a level of independence that professionals initially believed would not be possible.

We found people experienced coordinated and continuous care, with services working together to ensure their needs were met effectively. Staff worked with external healthcare professionals and agencies to support people’s health and well-being. This meant care was co-ordinated and supported people to access healthcare services when needed.

Any changing needs in people were identified and promptly acted upon by staff. This meant the person’s continuity of care was constant and mitigated the risk of delays in treatment or additional support.

There were effective systems in place to make sure information was communicated between staff and across the teams. One staff member told us, “Any changes in people’s needs or if there has been a hospital admission during the night, we are always told at the handover meetings in the morning.” This meant staff were able to understand people’s needs and their preferences to provide consistent care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Pre-assessments identified whether people had any specific communication needs. Staff we spoke with understood people’s communication needs. The provider had systems in place to ensure people were able to understand key information about their care, by providing this in a preferred format., such as easy-read or in a different language.

People were provided with information in a way they could understand that supported them to make informed decisions about their care and day to day activities. Information would be made available in a range of accessible formats to meet people’s individual communication needs.

Staff completed training around data protection and understood how data should be recorded. The provider ensured data was secure and had processes in place to protect information in the event of any cyber-attack attempt.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

The registered manager explained how traumatic it was for people to leave the service if there were changes in their personal circumstances that affected how their care was being funded. This change in personal circumstances could lead to the person having to move homes. The provider had listened to those concerns and made a commitment to providing a genuine "Home for Life". This approach was embedded within the provider’s culture and the registered manager told us it guided them on every decision made. As a charitable organisation, rather than viewing a reduction in personal finances as a reason for a person to move, the service took a proactive and highly individualised approach, working collaboratively with families, local authorities, integrated care partners and other stakeholders to identify sustainable solutions that enabled people to remain in the home they knew and loved. The approach went beyond accepted practice by placing the person's emotional well-being, sense of belonging and continuity of care at the centre of decision-making. The provider recognised that for people living with dementia, frailty or complex nursing needs, a move from familiar surroundings could have a profound impact on their physical and emotional health. By actively seeking alternatives to relocation, the service protected people from avoidable distress, anxiety and loss of confidence, while preserving the relationships and routines that were fundamental to their well-being.

This was a distinctive approach that reflected the service’s values as a charitable provider and demonstrated a culture that consistently prioritised people over processes. By preventing unnecessary moves, this preserved established relationships and promoted emotional security. The provider created an environment where people genuinely felt this was their home for life. The strength of this commitment was evident in the confidence expressed by people and their family members, who knew that every effort would be made to support them to remain within their community, maintain meaningful relationships and continue living well in a place they call home. One person told us, “I just could not see me living anywhere else.”

The registered manager explained how any issues or complaints had been investigated. We found complaints had been resolved quickly and to the satisfaction of the people concerned. Staff had confirmed learning or feedback was shared with them and the provider used this information to monitor for trends and improvements.

People and relatives told us they knew how to raise, and who to contact about, any concerns or issues they might have. People and their relatives all said they were confident the provider would deal with their concerns promptly.

People and relatives felt listened to and everyone we spoke with had been given the opportunity to give feedback on the quality of the service they received from the provider. Staff told us they had also been given opportunities to feedback on their experiences of working for the provider. The feedback we saw was consistently positive about the service people received.

The provider made sure people could access the care, support and treatment they needed when they needed it.

People and their relatives told us they would let the registered manager or nursing team know if they required support to access any care services to receive treatment when required. This made sure people had access to care and support. If required, arrangements were put in place to remove any potential barriers to meet people’s individual needs, for example, communication and accessibility needs.

People told us they were involved in the planning of their support and care plans reflected their input. People and their relatives told us they were in regular contact with the registered manager and any changes in care needs were addressed in a timely way.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The registered manager explained how they sought out innovative ways to improve the lives of people and strengthen the relationships that mattered most to them; while recognising that geographical distance, health challenges and modern family commitments made regular visits difficult. The provider had recently introduced a creative solution to make sure people remained actively connected to their loved ones. This solution was a regular electronic messaging system that enabled family members to send photographs, personal messages and updates electronically, which were then transformed into a personalised printed family newsletter for each person. By combining modern technology with a format that suited individual people’s communication needs meant the provider had removed barriers to communication and created meaningful opportunities for connection. This was particularly effective for people living with dementia, who may be unable to engage with digital devices independently.

A family member stated in written feedback to us, “We spent ages looking through the latest gazette. (Name of technology) enables [person] to enjoy the daily small events in their lives. This gazette allows the family connections to continue even though they can’t all see [person] as much as they would like and we are all grateful for that opportunity.[Person] has family in (another country) and [person] loved seeing their family member standing outside the house in (another country). It brought back memories of a different time and place which I loved hearing about. In the future, I am hoping to find some old photos to put in the gazette to strengthen that connection to their past.”

The registered manager told us the impact had been exceptional. People eagerly anticipated receiving their regular newsletter and often shared them with friends, visitors and staff. The photographs and messages regularly started conversations, storytelling and reminiscence, enabling people to reconnect with important memories, celebrate family milestones and maintain a strong sense of identity. For individuals who previously experienced loneliness or reduced family contact, the newsletters had become a valued source of comfort, belonging and emotional well-being. The initiative enhanced person-centred care by providing staff with greater insight into people’s life histories, significant relationships and personal interests. Information shared through the newsletters informed care planning, supported meaningful conversations and enabled staff to tailor activities and interactions around what mattered most to each individual. This deeper understanding helped the service to build stronger relationships with people and deliver care that genuinely reflected their personal experiences, preferences and aspirations. One staff member told us, “We speak to people and their family. We find they likes and dislikes. We involve the family more and it is always person-centred.”

Families reported that the gazette has transformed the way they remained involved in the lives of their loved ones. The platform had encouraged wider family participation, including younger generations who may not traditionally write letters but can easily contribute photographs and messages from their mobile phones. This had increased intergenerational engagement and ensured people received regular updates from a broader network of people who are important to them.

The introduction of the newsletters reflected the provider’s commitment to continuous improvement and innovation. By embracing new approaches that are tailored to the needs of the people they support, the provider created a culture where technology was used compassionately and creatively to deliver exceptional person-centred outcomes and enrich everyday life for people and their families.

Staff described how they recognised that people engaged with the service in different ways and adapted their approach to ensure equitable experiences. They explained that while some people preferred to spend time alone, efforts were made to understand the reasons for this, including whether activities reflected people’s interests and preferences. One staff member told us, “To help people with dementia get involved, we plan different activities: Music, Tai-Chi, Talking Pictures, Namaste, touch materials, sensory booklets. We find out preferred tastes and textures. Our activities are person-centred.”

People and their relatives had no concerns about discrimination from the service. Staff treated people equally and with respect. They felt their views were listened to and acted on. Everyone spoken with had confidence in the registered manager and told us they could raise any concerns and knew they would be dealt with in a timely manner.

The home had implemented a range of approaches to reduce inequalities and improve outcomes, including dementia-friendly environments and accessible information. These ensured people were able to access the same quality of care and support, while recognising and accommodating people’s individual differences.

People were given exceptional support to plan for important life changes, so they could makeinformed decisions about their future, including at the end of their life.

The provider had processes in place to support people to plan for important life changes, including at the end of their life. The registered manager explained how the service had developed a whole-home approach to palliative and end-of-life care that had been recognised nationally through receipt of the National Palliative Residential Care Provider Award 2026. This award acknowledged the service’s commitment to delivering exceptional, person-centred care and reflected the culture where every staff member contributed to making sure people experience comfort, dignity and compassion during the final stages of life. End-of-life care was embedded across the entire service.

Our observations, and discussions with all staff, nursing and care, domestic and laundry, catering and maintenance and activities, demonstrated there was a clear team effort from all of them to create a responsive, supportive and personalised environment for people and their families. Every staff member understood the importance of their role in making meaningful differences to people's experiences at the end of life.

Families had written cards to the service thanking them for all the staff had done for their loved one. Family members we spoke with all told us they were kept informed, felt involved and they were emotionally supported throughout their loved one's journey. Families had left positive feedback recognising the compassion, dignity and respect shown by all members of the team in cards and well wishes written to the service. The service had strong partnerships with GPs, community nursing teams, specialist palliative care services that made sure people received coordinated care.

For one person the impact of this approach was demonstrated through highly individualised, proactive palliative care that challenged assumptions about the person’s terminal prognosis and kept them central to every decision. Staff respected the person’s informed choice to continue a normal diet despite known risks, worked closely with the GP, palliative care specialists and other professionals, and continually reviewed and adapted care in response to current evidence and changing needs. Their holistic attention to nutrition, hydration, skin integrity, comfort, mobility, symptom control and emotional well-being enabled the person to remain clinically stable, communicate effectively, retain control over everyday life, avoid skin damage despite prolonged immobility and achieve a meaningful weight gain. Ultimately, the person no longer required anticipatory end-of-life medication and continued living with dignity and greater stability in the place they regarded as home.

The registered manager told us they had continued to build upon their achievements by progressing towards Gold Standards Framework accreditation, ensuring that advance care planning, symptom management, communication and people's wishes remained central to the care provided.