Beaumanor Nursing Home

We carried out this inspection on 25 August and 2 September 2026. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

The service had a strong caring and person-centred culture. Staff knew people well, understood their individual needs and preferences, and developed positive and trusting relationships with them and their relatives. People told us staff genuinely cared about them, listened to them, and treated them with compassion and respect.

There were enough staff on duty to ensure people’s needs were met. Staff knew how to keep people safe and lessons were learnt if things went wrong. Staff understood and managed risks while supporting people’s independence and choices. Improvements were needed to the safety of the premises and medicines management. These shortfalls were addressed and improvements made during our inspection.

People experienced positive outcomes regarding their health and wellbeing. Staff ensured people’s medical and mental health needs were identified and addressed. Where necessary people were referred to external health and social care professionals for specialist support. Staff were well-trained and knowledgeable about the people using the service. A staff member told us, “We have regular training, but we also learn everyday from the nurses and in meetings and handovers.”

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives.

People and relatives were involved in planning and reviewing people’s care and support. Care was person-centred, reflecting people’s individual needs, preferences, goals and protected characteristics. Staff supported people to have choice, control and independence, maintain important relationships, and pursue hobbies, interests and meaningful activities. A staff member said, “Some people can tell us what they want, but others can’t, so we read their care plans and talk to their relatives and other staff who know them well.”

Governance and performance management was reliable and effective. Systems were regularly reviewed. The registered manager was available, consistent, and led by example. A staff member told us, “[Registered manager] is always approachable and will address any issue you raise. This is a home for the residents, but it’s a home for us [staff] too. [Registered manager] respects and supports everyone here.”