Tixover House

The following is CQC's published account of its assessment, published 30 December 2025. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 5 to 27 November 2025.

Tixover House is a nursing home for up 48 people, including people living with dementia and physical disabilities.

The inspection found that Tixover House excelled in delivering care that was compassionate, respectful, and person-centred. People using the service and their relatives consistently described staff as exceptionally kind, caring, and attentive, with numerous examples of staff going above and beyond to ensure people felt valued and respected. Staff demonstrated a deep understanding of each person’s needs, preferences, and backgrounds, ensuring care was tailored and dignified at all times. People’s independence, choice, and control were actively promoted, with staff supporting individuals to maintain their interests, participate in meaningful activities, and remain connected with loved ones. The culture of the service was one of genuine warmth and inclusivity, where people were empowered to be partners in their care and are treated as individuals.

Staff delivered effective care, achieving outcomes that met expectations for people using the service. Staff and leaders demonstrated a commitment to assessing and reviewing each person’s health, wellbeing, and communication needs, ensuring care was tailored and evidence-based. The service supported people to live healthier lives and regain independence, with proactive monitoring and early intervention to prevent deterioration in health. Collaborative working with external professionals was a clear strength, ensuring continuity of care and integrated support. People and their relatives reported being actively involved in decision-making, with care plans reflecting individual goals and preferences. The service focused on continuous improvement, innovation, and learning, resulting in positive and sustained outcomes for people, including examples of individuals regaining independence and returning home.

The service had systems in place to protect people from abuse and avoidable harm. Staff were confident in safeguarding procedures, and incidents were investigated thoroughly with lessons learned shared across the team and wider organisation. Risk management was proactive and person-centred, with comprehensive care plans and regular environmental checks. Staffing levels were appropriate, and infection prevention and control measures are well embedded. Medicines were managed safely, with regular audits and staff competency checks.

The service ensured equity in access and outcomes, making reasonable adjustments to meet individual needs and protected characteristics. People were supported to plan for the future, including end-of-life care, and were kept well informed about their care and any changes.

Leaders were highly visible, approachable, and deeply committed to delivering high-quality, person-centred care. The provider had a clear and ambitious vision, underpinned by strong values of transparency, equity, and continuous improvement. Governance systems were robust, with regular audits, effective oversight, and a dynamic focus on learning and innovation. Staff consistently reported feeling valued, supported, and empowered to contribute to service development, fostering a culture of shared ownership and accountability. Leaders actively engaged with people using the service, their families, and external partners, ensuring that feedback drives ongoing improvement and best practice is shared across the wider community. This approach to leadership and management ensured the culture of the service was open, inclusive, and focused on delivering the best possible outcomes for people.