Lisbeth Nursing Home

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

This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.
 

This service scored 86 (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 making 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.

The ethos of the home was genuinely person‑centred, with people placed at the forefront of all their care and support. The registered manager promoted a culture where staff consistently upheld people’s dignity and treated them with respect. Staff were responsive to people’s needs because they understood the importance of personalised care and the positive impact this had on people’s daily lives.

Management and staff worked closely with people’s relatives and other professionals to ensure people’s needs were fully met. This meant the care provided reflected each person’s preferences and was delivered in a way that was appropriate, relevant, and responsive to their needs.
People were supported to share their life histories, interests, and what mattered most to them. This helped staff understand what was meaningful and purposeful for each person, enabling them to offer activities that were engaging and tailored to personal interests. As staff got to know people well, they were able to adapt support effectively, ensuring care felt truly individualised and personal.
 

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.

People were asked about protected characteristics with sensitivity and were given the choice to share information about themselves and personal preferences. When people shared this information openly, staff tailored the care and support to the person and what was important to them. This contributed to care plans that reflected people’s individual needs.

The provider also demonstrated a commitment to supporting a diverse workforce by encouraging staff to express their identities openly and confidently. The registered manager promoted an environment where staff felt able to be themselves and were empowered to work in a way that reflected who they were.
 

The provider was exceptional at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People were supported to access information in a range of formats that suited their individual communication needs. One person told us, “Staff know how to communicate with me, and they use cards when I need them.” The registered manager kept a dedicated communication resource box filled with tools to help staff communicate effectively with people. This ensured staff had multiple options available, recognising that everyone communicated differently. Resources included translation apps and other assistive technology, whiteboards and pens for written communication, and pictorial cards.

The registered manager had a clear understanding of their responsibilities under the Accessible Information Standard (AIS). The AIS is a legal requirement for all health and social care providers, ensuring that people with a disability, impairment or sensory loss receive information in a way they can understand, and are given any communication support they need. This included identifying people’s communication needs, recording them clearly, sharing them appropriately with staff, and meeting those needs consistently in day‑to‑day practice. This was reflected in the work the registered manager and their staff were undertaking with people who needed additional support.
 

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.

People living at the service and their relatives were also given opportunities to share their views. Residents were invited to attend monthly meetings where they could discuss the running of the home, raise ideas and contribute to decisions. A monthly newsletter was also produced to keep people informed about activities, updates and upcoming events.

Although relatives did not wish to have a formal meeting structure, the registered manager ensured their voices were still heard. Relatives told us they would speak directly with the registered manager or staff when needed, and the home’s open‑door policy supported this well. Relatives were also invited to complete satisfaction surveys every six months, giving them another route to provide feedback. The staff additionally used a social media page to share updates and maintain regular communication with families and the wider community.

Regular staff meetings were held to review any changes in people’s needs and to ensure there was consistency across the staff team and to reinforce shared ways of working. These meetings supported clear, structured communication between management and staff, helping everyone understand their roles, responsibilities and any updates that affected day‑to‑day practice.
 

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The registered manager and staff promoted a culture that was open and inclusive, making it easy for people to speak with staff and request support when required. Staff created an atmosphere where people were treated with respect, their opinions were valued, and they were encouraged to share what mattered to them. This approach enabled people and their relatives to engage confidently with the service, contributing to care that remained accessible, responsive and tailored to each person’s needs.
 

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.

Where people were at risk of experiencing inequality, this was assessed and appropriate support provided to meet people’s needs. Staff had completed training in equality and diversity which enabled them to support people more effectively. People were encouraged to take an active role in decision making where possible to help achieve person‑centred outcomes. A member of staff said, “It is always at the forefront for me, about people’s preferences and [registered manger] will always keep us informed with any changes if people do not tell us direct and either way it is always transferred to a care plan.” Care plans we viewed reflected people’s diverse needs and protected characteristics.
 

The compassion shown to people at the end of their lives and the support offered to their families afterwards - reflected the high standard of care described throughout this report. The way staff delivered end‑of‑life care demonstrated their commitment to dignity, sensitivity and personalised support.

People had an up‑to‑date ReSPECT (Recommended Summary Plan for Emergency Care and Treatment) document in place. A ReSPECT form is a personalised plan created through conversations between a person and their healthcare team. It records the person’s wishes, priorities and preferences for emergency care, as well as the clinical recommendations that should guide staff if the person becomes suddenly unwell. This includes decisions about treatments such as resuscitation.

During assessments and ongoing reviews, people were asked about their future care needs, including any choices related to end‑of‑life support. These discussions were documented clearly and accurately, ensuring that all staff had access to the information needed to act in line with each person’s expressed wishes.

The registered manager said, “We always talk to residents and their families. We talk about aspects of end-of-life care, including what anticipatory medications may be needed and we always re visit the ReSPECT form. People are never left alone at the end of their lives. When relatives are visiting someone at the end of their life, we try to make it as comfortable as possible, for example we have a specific trolley which has toiletries on, a kettle, anything we can think of which relatives may need whilst here which they can just help themselves to, we do whatever we can for them.”