Holly Nook

The following is CQC's published account of its assessment, published 11 August 2026. References to “we” mean CQC. It describes findings at that time.

Our view of the service

About the service

Holly Nook is a residential care home. There were 6 people living at Holly Nook at the time of our inspection.

Who the service is for

The service supports people with learning disabilities and autistic people. People have their individual, personalised rooms and bathrooms, and there is a shared kitchen, lounge and dining area. This helps create a familiar home environment where people are supported in a more personal and flexible way.

Key findings

We visited the service to carry out this assessment on 23 and 28 July 2026. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities most people take for granted. We were assured the service provided care in line with this guidance.

There was a culture of learning and improvement in the service. Lessons were identified from incidents, and learning was shared with members of staff. People told us they felt safe living in Holly Nook, and policies and processes in the service supported safe care and support. A member of staff told us, “We always have access to safeguarding policies and processes. We can look at them at any time. If I suspected abuse, I would ensure the facts are recorded and reported to my manager.” People’s care plans were personalised and reflected their individual needs and routines. Risks associated with care were identified, assessed and mitigated. This ensured care was safe. The care environment was clean and well-maintained, and people chose to be involved in maintaining the garden and watering the plants. Members of staff were recruited safely and a ‘buddy’ system for new starters ensured successful integration into the service and provision of care for people. Administration of medicines was managed safely, and people received their medicines as prescribed. A member of staff said, “If an error occurs, the person's safety comes first. I will report immediately to the management team, follow the medication policy, seek medical advice via 999, complete an incident report and ensure the error is investigated to prevent it from happening again.” People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions; they had choice, control and freedom over their lives.

People’s care plans were reviewed regularly and if people’s needs changed, updates were made. People were involved in menu planning and making decisions about food choices and preferences. We observed people involved in preparing meals and making drinks. People were supported to access clinical appointments which ensured their health needs were met. The service understood the principles of the Mental Capacity Act 2005 and people were involved in discussions about consent. People’s choices and decisions were respected.

Members of staff were kind and caring. They knew the people they supported. People were empowered to dream their dreams and members of staff supported them to achieve their dreams and aspirations. We observed people making choices and decisions throughout the day. People were in control of their care and happy living in the service.

People’s care and support was personalised. Bedrooms were decorated to reflect their personalities and choices. People engaged in activities, hobbies and pastimes of their choosing; this enabled them to experience life to its fullest potential. People spent time out and about in the local community as well as planning and participating in trips throughout the UK and overseas.

There was a culture of positivity and empowerment in the service. It was clear Holly Nook was people’s home where members of staff supported them to do the things they wanted to do. The provider supported people to realise and achieve their dreams and aspirations. The service was well-led and the registered manager and the management team were committed to ensuring a good service through quality monitoring and audits. The service supported learning and development through a commitment to learning and training. This supported a culture of continuous improvement in the service.