Lisbeth Nursing Home

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 – 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.

This is the first assessment for this service. This key question has been rated 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 79 (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 registered manager demonstrated a clear commitment to making the service safe, effective and a happy place to live. They spoke with passion about the service as they had been in post since the service opened. They said, “When I commissioned the home, I said this will not be a typical care home - this is peoples’ home and I never wanted it to be a clinical environment. The staff are wonderful and we share the same values and vision.”

By working together and fostering a culture built on openness, shared purpose and mutual respect, leaders created an environment where staff felt confident to contribute ideas, highlight best practice and raise concerns which strengthened the service’s shared direction, ensuring everyone understood the values underpinning their work.
 

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 had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

People, relatives and staff spoke extremely positively about the registered manager, consistently praising the support and guidance they received. One person said, “If I have any issues, I tell [registered manager] and the [deputy manager]. They will sort things out for me. I would not have some of the things I have if it was not for them. All the staff are good, the night staff too and they all know what they are doing as they do things for me in the same way.” A relative said, “They [management] listen if we have any problems. You don’t need an appointment with [manger] as they are always available and open to anything- they are a good leader.”

Staff described a leadership style that set clear expectations and upheld the importance of doing things in the right way, but also helped staff understand why these systems and processes mattered. Staff comments we received included, “The management are brilliant. It helps me deliver better care- at my old place there was no support for the staff. Here is the best and we do everything together to make the home a better place”, “The [registered] manager is great. The communication is brilliant” and “The support here is great and they [registered manager] are a really good manager.” Staff had a strong understanding of their roles and responsibilities, and there was a well‑defined structure of delegation in place. This meant staff knew what was expected of them, who to seek guidance from and how their work contributed to the overall delivery of safe, consistent and person‑centred care.

The provider was described as highly visible and approachable, offering consistent support to the registered manager. The registered manager spoke about a positive, trusting relationship which enabled them to lead the service confidently.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff described the home as an inclusive and fair place to work, where they felt able to speak up without fear of repercussions. They told us that any concerns raised were dealt with promptly and appropriately, and although there were clear systems in place for escalating issues further if needed, staff said they had never felt the need to use them. There was a whistleblowing policy was in place, which was regularly shared with staff and easily accessible.
 

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.

There was an inclusive culture within the service, where diversity was recognised and welcomed. Staff told us they felt comfortable being themselves at work, and that appropriate support was available for anyone with additional or diverse needs.
 

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.

There was effective oversight of the quality and safety of the service. Staff had clearly defined roles and responsibilities and were supported in their roles to ensure best practice. A dedicated maintenance worker oversaw the safety of the building and equipment, carrying out regular checks and reviews to ensure safety remained a priority.

The registered manager and wider team completed a range of audits to monitor performance and identify areas for improvement. Where themes, patterns or trends were identified, action plans were developed to address them. Learning from audits was shared openly with staff, and daily meetings supported a culture of transparency, communication and accountability.
 

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 management team worked in close partnership with a range of external organisations to support the safety, quality and overall effectiveness of the service and to provide good outcomes for people. They maintained strong working relationships with the local authority and sought guidance from external professionals such as social workers, GPs and other specialist nurses.

They had also built meaningful links within the wider community, forming positive relationships with local churches and schools which created valuable opportunities and activities for people living at Lisbeth Nursing Home.
 

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 registered manager was committed to continuous learning and development to benefit the people living in the home. They actively sought out new information and guidance, drawing on a wide range of sources including national guidance and more localised professional networks. They were also part of several managers’ groups, where good practice, ideas and challenges were openly shared. The registered manager explained that if they did not know something, they would always research it to ensure they provided accurate and up‑to‑date information.

As a registered nurse, the registered manager kept their professional knowledge current to support their Nursing and Midwifery Council (NMC) revalidation, and they welcomed new learning opportunities such as attending focused sessions. They also worked closely with other managers across the provider’s services, sharing learning and supporting one another to improve practice.
Following the inspection, the registered manager joined an additional networking group facilitated by Skills for Care, further strengthening opportunities for ongoing development, peer support and the sharing of best practice.