Holly House Care Home

The following is CQC's published account of its assessment, published 18 March 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 30 January to 10 February 2026. Holly House Care Home is residential service for up to 40 people who might have a physical disability or be living with dementia. At the time of inspection, 38 people were using the service. We completed this inspection as part of our routine programme and because of the length of time that has elapsed since the last full inspection was completed.

During this inspection we found a truly exceptional, deeply embedded culture of kindness, safety, professionalism and continuous improvement, which was consistently modelled by leaders, embraced by staff and experienced by people using the service.

People experienced exceptionally safe, compassionate and highly personalised care. Staff were consistently warm, respectful and attentive, and relatives described the home as a highly supportive, welcoming and responsive service. Staff knew people extremely well and used this knowledge to tailor care, support choices and promote independence. People felt valued and told us care was delivered in a calm and unhurried way that upheld their dignity. Professionals praised the strong relationships they observed between staff, people and families.

The provider demonstrated a strong and proactive approach to safety. There was an exceptionally well‑established learning culture, reflective supervision and robust systems for reviewing incidents. Staff acted promptly when needs changed, and the service used technology innovatively and responsibly, such as wellbeing sensors and hydration monitoring tools, to reduce risks and enhance people’s independence.

Safeguarding processes were effective and people told us they felt safe and well supported. The environment was clean, homely and well maintained.

Assessments were detailed, regularly reviewed and informed by health and social care professionals partnership working. Staff implemented clinical advice proactively and demonstrated strong knowledge of people’s needs. Professionals, including GPs, dietitians and technology specialists, gave highly positive feedback about communication, responsiveness and the quality of joint working. Professionals were extremely complimentary about the registered manager and their proactive response to participating in research projects.

The service excelled in promoting people’s experiences. People were listened to and actively involved in decisions about their care. People enjoyed a rich activities programme and were supported to maintain relationships, interests and community connections. Staff worked with people to develop creative and innovative approaches to meaningful activity such as video blogging, which had led to media interest and people from other countries contacting the person. Staff worked sensitively with people and families on future planning, including end‑of‑life care.

Leadership at Holly House was exceptionally strong. Managers modelled compassionate, inclusive and values‑led practice and had created a positive culture where staff felt supported, respected and able to speak up. Staff described Holly House as the best place they had worked, and said they felt valued, supported and proud of the care they delivered. This strong culture influenced people’s experiences, contributing to a consistent sense of warmth, safety, trust and genuine compassion throughout the service. Governance arrangements were robust, with effective oversight of quality, risk and improvement. Staff were motivated, skilled and proud of the care they delivered. Partners described the service as professional, collaborative and forward‑thinking, and relatives felt confident in the management team’s commitment to continuous improvement.