Lisbeth Nursing Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.
 

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Feedback from people and their relatives was overwhelmingly positive and consistently described the home as an exceptional place to live. They spoke about high‑quality, compassionate care being embedded throughout the service, which was everyday practice.

One relative shared their account of the care their relative received as they approached the end of their life at Lisbeth Nursing Home. They described how the registered manager and staff built trusting relationships with their relative from the outset, forming the foundations for a dignified and compassionate care journey. They told us their privacy was always respected, and that professional discussions about their care and decisions were handled with sensitivity, understanding and genuine compassion. They said they “could not have asked for more.”
They went on to explain that although their relative did not spend time in communal areas, they were never isolated. Staff dedicated significant time to the person, strengthening their relationships with them and helping to maintain their self‑esteem during a very vulnerable period.

The relative said, “We were touched by the staff’s personal reactions to [relative’s] passing, showing that even within a brief period of someone’s life, and in difficult and uncompromising circumstances, positive and impactful relationships and emotional connections can be built. Lisbeth Nursing Home is truly a unique and special environment. It will forever hold a significant place in our family’s hearts, but more importantly, I am convinced that every resident is treated as my relative was, and every family member who walks through their doors is treated as we were. This is no mean feat given the anxious and traumatic emotional events that often lead to residents being placed or living within the home, as occurred with my own relative. I can do nothing but state how fabulous the staff are and the environment they have created.”

People were encouraged to maintain relationships with relatives and friends and the service continued to operate an open-door policy. During our inspection, we observed families of former residents of Lisbeth Nursing Home being warmly welcomed by staff and management. They shared embraces, engaged in conversation, and interacted with current residents by name, sitting with them and speaking with ease. The registered manager told us these families continue to visit because of the positive experiences they had when their loved ones lived at the home. The compassion and genuine affection demonstrated between staff, residents, and this family highlighted the strong, meaningful relationships that had been built. Their ongoing visits reflected the exceptionally positive experience they had when their relative was at the home.

Staff demonstrated a culture of kindness and compassion that was woven through the home. Staff were consistently attentive and supported people in ways that showed deep knowledge of their individual needs, preferences, and personal histories. This understanding enabled them to deliver highly tailored support that upheld people’s dignity and reflected their wishes at every stage. Staff spoke warmly and fondly about the people they supported, and this was clearly reflected in the way they delivered care. Their interactions were natural, respectful, genuine, reinforcing a culture where people felt valued, safe, and truly cared for.

There were dignity champions in place, and the registered manager had recently been approached by the CEO of the Dignity Council after the organisation learned about the work being carried out at Lisbeth Nursing Home. The CEO visited the home and collected testimonials from people to include in a book that was due to be presented to the House of Lords. Following this, the home planned to formally register with the Dignity Council and integrate its training into their own programme to further strengthen and embed a truly dignified approach to care.
 

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The service provided an outstanding level of care that was person-centred and had embedded a strong culture of supporting people as individuals. People were recognised as unique individuals with their own histories, preferences, and wishes. Staff demonstrated an in‑depth understanding of what mattered to each person and used this knowledge to shape care in a way that felt personal, meaningful, and empowering. Managers and staff actively promoted choice and autonomy, ensuring people could live in a way that reflected their identity and supported their independence.

Staff took time to learn about each person’s preferences, personality, and life story, often going above and beyond to ensure support felt personal and meaningful. Several people described how the encouragement and emotional support they received had been instrumental in helping them rebuild confidence, regain independence, and reconnect socially after periods of ill health, hospital stays. One relative told us, “They do so many things with [relative’s name] here. They even wrote their own name last week. That’s something I haven’t seen in years. I was very emotional. [Relative] has started to say the odd word, like the carer’s names. It’s just all so amazing.”

Feedback repeatedly reflected the thoughtful and considerate nature of the care provided. Staff showed a sincere commitment to people’s wellbeing, taking care to understand what mattered most to them. They adapted their communication and approach with sensitivity, responding to each person’s needs, abilities, and circumstances in a way that promoted comfort and reassurance. The management and staff actively celebrated diversity and ensured that care was inclusive and culturally sensitive. Staff took time to understand each person’s background, beliefs, identity, and what was personally important to them. This meant people were supported to continue meaningful routines, observe religious or spiritual practices, and express their identity in ways that felt authentic and respected.

One person was admitted to the service for rehabilitation following a period of illness, during which they had become immobile and were unable to communicate in English as this was not their first language. Staff took a highly creative and person‑centred approach to supporting them, finding effective ways to communicate and identifying the individual strengths that could be used as a foundation for their recovery. This tailored support helped the individual regain confidence, mobility, and independence. an exceptional level of commitment, compassion, and respect for the person’s journey. When the person was ready to return to their home country, senior staff ensured a smooth and dignified transition. They provided comprehensive support throughout the journey, demonstrating exceptional commitment, compassion, and dedication to the person’s well‑being.

A professional involved with this piece of work described both staff and leaders as professional, and invested in building trusting, meaningful relationships that supported positive outcomes. They said, “The way this person was supported was a prime example of how caring, compassionate and empathetic [registered manager] and their team are at Lisbeth Nursing Home are. The care and support they provided for this person went far beyond any other care home that I have worked with, to ensure the person felt included, safe, supported and respected. The team immediately adapted their way of working; they researched and took time to understand how to effectively communicate as the person did not speak English. They were very aware of the individual’s cultural needs and made adjustments to accommodate, nothing being too much for them. They advocated for the person and provided a safe and nurturing environment to enable the person to reach their full potential. This was evident through the person’s reablement and overall progress which allowed them to become well enough to return to their home country, and I witnessed the team had worked tirelessly and effectively to create a positive, caring and trusting relationship with the person. This level of dedication in supporting others to achieve their goals, provide ongoing support, guidance and advocacy is testament to how [registered manager] and their teamwork.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

One person told us, “I make all my own decisions about my care, and I choose what to wear each day. All staff know me very well because they listen to me and what I want and what matters to me. I lead them with my care; they do what I want. I came in here with many pressure sores. They have all gone now, thanks to the care here. They [staff] have worked a miracle.”
Another person said, “I join in when I want to. I like doing that. I wake up and go to bed when I want to, and I can go about by myself too as I have the code for the lift. I can get around the home. All the staff know me well, for example they know I like certain foods, and not others. They [staff] document everything about me, including what I eat and if I don’t eat. They don’t make you have it if you don’t want it, but they do document it and I used to be under the SALT team here, but I’m not now. They look after me and my health.”

Families consistently told us the service demonstrated exceptional openness and cultural awareness, describing the approach as thoughtful, respectful, and genuinely inclusive. Families told us that the registered manager and staff consistently worked in a person‑centred way, enabling people to be actively involved in decisions about their care. They explained that because staff took time to get to know each person well, people received support that was better tailored to their needs, helping them improve both their health and social wellbeing.

A relative said, “[Relative] used to get many health issues at their previous place. Since being here, they have had none. They have not been ill at all since being here. They are generally happy, but they do have bouts of shouting out. They [staff] know and understand [relative]. Staff know how to calm them down. They don’t remove them from the lounge; they just know them and what to do.” We observed staff noticing early, subtle signs that this person was becoming distressed. They responded promptly and with genuine empathy. A staff member pulled up a chair, sat alongside the person, and spoke in a calm, reassuring manner. They used gentle, appropriate touch to offer comfort, which the person responded to positively. The staff member remained with them until they were settled, leaving the person smiling and visibly more relaxed. Another relative said, “They [staff] know [relative] very well. Even which channel they like on the TV. They came into the home needing specialist support with their nutrition and they do not need it now and can eat and drink independently and they have put on weight which is great to see. Staff monitor their fluids every day to keep them safe and well. They are led by [relative] to make their own decisions about their care.” A final relative said, “I’ve got no problems with the care at all. Staff check [relative] very regularly so they are very safe and well cared for. They call me if there is anything wrong. [Relative] is maintaining weight and staff know they have calorific drinks and puddings to help with the weight. I go through their care plan with the [registered] manager and the lead nurse to check it’s ok. I’m pleased with everything. It’s a different world to where they were before. Everyone is very caring and I’ve never seen anything I’m not happy about.”

People’s support plans clearly outlined what people could manage independently and where staff should provide assistance. These plans were shaped around each person’s preferences, and the registered manager explained that detailed information was gathered during pre‑admission assessments. This included consideration of protected characteristics such as disability, sexual orientation, and race. The assessments we reviewed reflected this approach and showed that staff had a strong understanding of each person’s identity and needs. It was evident that staff were committed to making a meaningful difference to people’s lives.

By supporting people in a way that recognised and built on their individual strengths and abilities, staff were able to promote genuine choice and involvement in care. This enabled people to take an active role in planning their support, leading to positive experiences and outcomes that encouraged independence and contributed to their overall health and wellbeing. During our inspection, we learned of many examples where this person led approach had made a meaningful difference to people’s lives.

The registered manager spoke with clear commitment about enhancing the provider’s approach to equality, diversity and inclusion. Following the inspection, they shared with us an updated assessment document they had developed to ensure pre‑admission information was even more closely tailored to the needs, identities and backgrounds of the people living at Lisbeth Nursing Home.
 

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Relatives also spoke positively about the way staff engaged with people in a timely way, noting the professionalism and compassion shown in everyday practice. They told us staff and leaders took time to build trusting, meaningful relationships that supported positive outcomes and helped people feel safe. A relative said, “They [staff] are very caring towards them [relative]. They are very very patient with all the residents.

The management team and staff demonstrated a strong understanding of people’s needs, preferences and wishes, and staff responded promptly to any signs of discomfort, concern or distress. We saw that people’s immediate needs were recognised and acted upon in a timely and compassionate way.

Staff understood people’s needs well and were able to identify subtle changes in their presentation that might indicate they needed support. We observed one person calling out and becoming visibly agitated, pushing their meal away at lunch time and saying they did not want it. A staff member responded immediately and approached them with calmness and reassurance. They knelt down to the person’s level, spoke softly, and offered alternative choices, encouraging the person in a gentle and supportive way. As a result, the person accepted their meal and began eating. Their mood noticeably improved, and they soon relaxed and started singing, showing a complete shift in their presentation due to the staff member’s sensitive and timely intervention.

Records also evidenced that staff took appropriate action when concerns arose, and established processes ensured issues were escalated and medical advice sought without delay. This meant people received timely and appropriate support to maintain their health and wellbeing.

People told us staff generally responded quickly when they needed support. People had access to call bells and sensor alarms, which enabled staff to respond promptly whenever assistance was required. These systems helped ensure people could easily alert staff to their immediate needs.
 

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider placed a strong emphasis on the wellbeing of their staff and demonstrated an exceptional commitment to supporting them to deliver consistently person‑centred care. The management team recognised that staff could only provide safe, effective and compassionate support when their own wellbeing needs were understood and prioritised.

Staff consistently told us they felt well supported by the management team, describing leaders as approachable, considerate and responsive. They explained they felt heard, and managers considered additional factors such as physical and mental health, and personal changes. Staff told us they were able to do their jobs effectively because leaders actively listened and encouraged open, honest conversations about wellbeing.

One staff member said, “I came here to work temporarily but I decided to stay on in a permanent role. The registered manager is lovely, strict about what we do and how we do it, but they are so professional and has professional integrity. They will always back the staff up if they need to. We always have regular appraisals and supervisions which are very useful. The managers are always asking if I want to progress and they are always checking in on me, asking if there is anything they can do to help. The support here is great and it is a really good team. When I get up every day and come to come to this place of work - I am happy and have a really good rapport with residents and relatives. I love my job.” Another staff member said, “We get feedback straight away when anything changes, and it goes into the care plan, we are always getting updated and this helps me do my job effectively. There are incentives in place such as employee of the quarter. I can only say the management are amazing - just brilliant! For example, when I was away from work, the management team were checking in on me, asking me how I was or how I could be supported. This approach and support helps me deliver better care. I have never had support like this in my old jobs. It is just the best - we are like a little family. It is amazing how great the management are, and it is just nice to come into the home and know the management care about us as well.” A final staff member told us, “There are things in place to help us and there are nice little things in place like employee of the quarter. There is always someone to speak with and we get things like gift cards at Christmas and little gifts at Easter - It helps us as we know we are valued.”

Staff continued to describe a strong sense of belonging and said they were encouraged to contribute to decision‑making and were able to do so through mechanisms such as regular team meetings, daily huddle meetings, appraisals and regular supervisions.

There was a strong sense of teamwork and genuine support for one another, and staff from different departments were encouraged to work together in the best interests of the residents of Lisbeth Nursing Home. For example, ancillary staff helped at lunch time to support people with their meals. A staff member told us, “It doesn’t matter what your role is we all muck in and help people where needed. Even management help out.”

The registered manager demonstrated an exceptional commitment to staff wellbeing, offering support that extended beyond the workplace as they recognised when staff felt safe, supported, and settled in their personal lives, they were able to perform well at work. Leaders provided compassionate and practical assistance to team members facing personal challenges. They actively promoted work–life balance by allowing staff to have every other weekend off wherever possible and by accommodating flexible working arrangements to meet individual needs. The registered manager was inclusive, making reasonable adjustments for staff with protected characteristics—for example, adapting communication methods and working practices for a staff member with additional communication needs. By fostering a culture where staff feel valued, supported, and respected, the registered manager ensured a motivated workforce whose wellbeing directly contributed to outstanding care and positive outcomes for residents. This was also evidenced by the consistency in the providers recruitment and retention rates.