Holly Court

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

At our last assessment we rated this key question Good. At this assessment the rating has remained as Good. This meant people’s needs were met through good organisation and delivery.
 

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.
Each person had a detailed care plan which provided staff with information about how to meet people’s needs and preferences. These were regularly reviewed and updated, including when people’s needs changed. They showed staff had worked closely with people and their families to capture their wishes and what mattered most to them.
Training is specific to the individuals and the equipment they each require, such as new hoist system for transferring people to room/bathroom.
Staff knew people’s preferences well and we observed staff being very responsive to their needs and wishes. Staff put people’s views at the heart of decision making and tailored the support they offered to people. People had a good quality of life, and their care was individually tailored to them. A relative told us, “I think he’s very lucky to be there as it’s so safe, they’re so kind with giving a lot of care to make sure he’s happy.”
 

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.
Staff worked as a team and communicated effectively through detailed records, handovers and ongoing discussions. This ensured any changes in people’s needs were promptly recognised and responded to, with a shared understanding across the team. Staff also worked proactively with healthcare professionals and other services to ensure people had timely access to the support they required. Social stories were developed to support people attending appointments, for example, visiting the dentist.
People had received annual health checks and medicine reviews, where appropriate.
If someone needed to be admitted to hospital staff were provided to provide consistency and reassurance. A family member told us, “When [person] was in hospital a worker was sent from the service to stay with him day and night.”
The Registered Manager told us each person had a dedicated core team of staff to ensure continuity of care and a named keyworker who was “matched” with the person to ensure compatibility
 

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.
People’s care plans contained information about their communication needs, and staff shared relevant information with health partners where required. Staff were skilled at understanding people’s varied means of communication and took these needs into account when interacting with people and presenting information.
Some materials, such as meeting minutes and information leaflets, were available to people in easy read or pictorial formats. The registered manager confirmed they presented information in a range of different ways according to individual needs, and they adapted the format of information however each person needed it. They also involved speech and language therapists where relevant.
Relatives told us, “Families have their meetings and Holly Court has a regular meeting or online family meeting, and also quite a lot of events where families meet,” and “they communicate well with me, which is very good. I’m still as involved as I used to be so that’s good.”
 

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.
Processes, such as resident and relatives’ meetings and surveys were in place to ensure people’s voices were heard. The resident’s meetings were held and facilitated by the Speech and Language Therapist, minutes of meetings were displayed and in an accessible format.
One family member told us, “Families have their meetings and Holly Court has a regular meeting or online family meeting”. Another relative told us, “I sit on the residential advisory board, and I see how they handle things - I see how they manage when something goes wrong. It is a group of parents who are part of a group that works with the management.”
Staff told us, “We are encouraged to speak up if there are any concerns. I'd feel comfortable going to [Registered Manager] but also we have a QR code on posters around the Trust, we can scan and report that way too."
Complaints were effectively managed. There was a policy in place to support the process.
A relative told us, “I’ve got no complaints, but I’m sure they would listen to me if I had. We’ve been very happy with the care.”
 

The provider made sure that people could access the care, support and treatment they needed when they needed it.
People were supported to access a range of community events or activities within the home. Staff told us, “[staff] can tweak activities to suit each person, for example if there is any group work, [staff] split the groups according to need/understanding/interests and abilities” for example using different paint brushes and positioning, so everyone could join in if they wanted to. Staff spoke about what people can do, rather than focusing on any limitations.
Staff worked with wider multi- disciplinary team to ensure people received the support and equipment they needed, enabling them to access services safely and effectively.
 

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.
The registered manager and staff team worked to improve people’s overall quality of life, ensuring they had the same opportunities as people who did not use services. For example, social activities, accessing health services and maintaining relationships with family and friends. Feedback was consistently positive about people’s experiences. Comments included, “[Name] this place is just like [person] being at home” and “they’re so kind with giving a lot of care to make sure [person] happy”.
Staff had completed training around Equality, Diversity and Human Rights (EDHR), which helped to recognise, promote and protect people's protected characteristics. Staff showed a good awareness of what discrimination meant and how to challenge any concerns. This meant people experienced equitable outcomes, as barriers to participation, independence and wellbeing were actively identified and addressed.
A health professional told us, “It is inspiring to see the staff striving to provide such a wide range of meaningful opportunities and experiences for the residents.”
 

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.
Details around people’s wishes and decisions were recorded in their care plans. These included any outcomes and goals for the future and plans at the end of their life. These were reviewed with people and their families each year.