Lisbeth Nursing Home

The following is CQC's published account of its assessment, published 30 March 2026. References to “we” mean CQC. It describes findings at that time.

The assessment took place on 4 March 2026. We undertook this inspection as the service had not yet been inspected.

The provider had good systems in place to keep people safe, with a proactive safety culture built on openness, learning and clear communication. Staff understood how to report concerns and learning from incidents or near misses was shared promptly. Risks were well assessed and regularly reviewed. The environment and equipment were well maintained. There were enough staff to support people, they were well trained, and recruitment checks were robust. People told us they felt safe living in the home.

Care plans were detailed, person‑centred and kept up to date with input from people, relatives and professionals. People were supported to access healthcare promptly, and nursing oversight ensured clinical needs were met safely. Consent was understood and respected, mental capacity assessments were completed appropriately, and Deprivation of Liberty Safeguarding (DoLS) processes were followed to ensure people’s rights were upheld in line with legislation.

There was an exceptional and deeply embedded culture of kindness, dignity and compassion, where people were consistently treated as individuals whose identities, preferences and personal histories shaped every aspect of their care. Feedback from people, relatives and professionals was overwhelmingly positive, describing Lisbeth Nursing Home as a warm, respectful and emotionally supportive environment where meaningful relationships flourished. People were supported to maintain independence, express their identity, and make their own choices, with staff adapting communication, celebrating diversity and tailoring support to each person’s strengths and aspirations.

Care was person‑centred, ensuring people were always at the heart of decisions about their support. Staff worked closely with people, relatives and professionals to deliver personalised, meaningful support. People and relatives were encouraged to share feedback through meetings, surveys, open‑door conversations and regular updates. Planning for the future was handled with sensitivity.

There was a positive, strong and values‑driven leadership culture across the service. People, relatives and staff spoke extremely positively about the leadership team. Staff felt safe to speak up and there were governance systems in place to ensure safety and quality. Leaders worked collaboratively with external partners to continually improve the service.