Holly Court

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
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 our last assessment we rated this key question Good. At this assessment the rating has remained 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 82 (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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.
The culture of the service was very positive, person-centred and inclusive. The management team and staff worked well to provide safe, high-quality, compassionate care. Managers led by example and created a trusting environment, where learning and improvement was strongly promoted. Staff were clear about their role in ensuring people had a good quality of life.
Staff spoke positively about working at the service and described a culture where they felt valued and supported; “[Registered Manager] knows all the residents, and cares about each one. They know the staff too, I feel we matter.”
Staff told us they enjoyed their roles and would recommend the provider as a place to work and would be happy for a relative to be cared for there.
 

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 were visible, knowledgeable and supportive, and helped staff develop in their roles
The service was led by an enthusiastic, motivated registered manager and senior management team. They were passionate about enabling the people at Holly Court to live their best lives. Their visibility allowed staff to raise any issues or concerns as they arose, which were addressed for the benefit of the people living there.
The registered manager told us, “I am so proud to work for Hollybank” and of the support they had received from their own line manager, “I do my job well because of the support behind me.”
Relatives told us, “Can't find fault with [registered manager] and another told us, “We have good communication with the seniors and the management.”
Staff told us they respected the manager “[the manager] can be strict, I mean, she knows the policies and will remind us about them if she has to, but she knows all the residents, and cares about each one." Another staff member told us “[registered manager] does 1:1 conversations with staff and understands staff as individuals”.
We saw how staff had been developed and supported to progress within the service. This support from leaders and encouragement of staff development and progression, had created a skilled and confident staff team.
 

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard. An open-door approach from the management team supported a transparent culture. Leaders were visible and approachable within the service, which helped staff feel comfortable seeking advice or raising concerns when needed. Posters and information displayed throughout the service encouraged staff to raise concerns Staff had access to a QR code to contact senior leaders directly, including anonymously if preferred.
Freedom to speak up was included in staff induction program and was included in staff meetings. Minutes of meetings showed staff were happy to raise any concerns. This open and supportive culture meant people and staff felt safe to speak up, confident concerns would be taken seriously and used to improve the quality of care. Staff spoke positively about the culture in the service and told us, “We are encouraged to speak up if there are any concerns.”
Relatives told us they felt able to raise issues and “they always listen.”
One relative told us they had made a formal complaint and spoke to a Senior Manager (Head of Residential Care) “and feels much better, service have met with her and provided a formal response.”
 

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 promoted an inclusive workplace culture and treated staff fairly and equitably. The provider had policies in place to support equality and diversity, which staff understood and followed in practice.
Cultural celebrations such as Eid were recognised within the service and we saw evidence of reasonable adjustments being made to support staff wellbeing. Staff told us, “Everyone is treated fairly in the same way, there is no bullying” and “the support for staff is very good”.
Staff were incredibly supportive of each other and worked collaboratively, they told us, “I can trust the team” and “best job I have ever had”. Another staff member told us, “I love my job” and “Hollybank is top notch.”
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.
Quality assurance processes were in place, designed to give an effective overview of quality of the service and identifying any shortfalls. The management at the service had implemented robust systems of governance and audit.
 

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.
The registered manager and staff worked collaboratively with a range of external partners, including health and social care professionals and private agencies to ensure people received safe and appropriate care and support. When required, information was shared with partner agencies in a timely manner.
 

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.
The provider had systems in place to manage incidents and accidents safely and effectively. The registered manager understood their responsibilities and described how they reported incidents to relevant authorities and acted in line with organisational policies and procedures.
The provider monitored incidents and accidents and used this information to inform changes in people’s care and support where required. Staff received updates when risks changed and lessons learnt were communicated with the staff team and used to make positive changes.