Laurieston House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question as good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.
People told us the staff were compassionate, kind and treated them with dignity and respect. For example, a person told us, “I like the staff. We have a bit of fun. I like the banter and the laughter, and they don’t go over the line.”
People told us the staff listened to them and communicated with them appropriately. Staff provided care in accordance with people’s preferences and requirements. For example, a person told us, “[The registered manager] is brilliant, all the staff are.”
A staff member told us, “All the staff are kind, polite and professional and approachable. They go above and beyond to make the residents happy. For example, birthdays and Christmas celebrations. Staff make each resident feel special with parties, gifts and create a happy family environment.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.
People’s individual needs and preferences were understood and detailed in their person-centred care plans. People’s care plans were available to staff to refer to for guidance on how to support individuals.
Staff told us they understood the importance of treating people as individuals. Care plans included any relevant personal, communication, cultural, social or religious needs, which might be important for care staff to understand when providing care and support.
A staff member told us, “I believe Laurieston House thrives on encouraging the people we support to express their individuality. We are excellent at person centred care. I believe our staff all work well, caring and supporting our residents at Laurieston House. The people we support have improved in their quality of life since they have been with us.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
Staff supported people to experience real choice and control as far as they were able. People’s care needs, preferences, and aspirations were detailed in their individual care plans, and staff had access to those documents to use as a guide.
People were supported by staff to maintain as much independence, choice and control over their lives as possible. Some people received additional 1:1 support from staff which ensured an individualised approach to supporting people, especially in respect of activities which took place outside of the care home. For example, a person told us, “I go swimming quite a lot. One of the staff takes me. It’s a private swimming pool and I have won lots of certificates for my swimming.”
People were supported to maintain relationships that were important to them. The provider was supportive of that and encouraged people to maintain those links.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.
Staff were alert to people’s needs and took the time to observe, communicate and engage people in discussions about their immediate needs. Changes in people’s health status, and emotional states were also monitored. That information was used to find out how to respond in the most appropriate way to support people and ensure care was provided in accordance with their wishes.
Staff knew people well and could quickly recognise when people needed urgent help or when a person was starting to experience a decline in their wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.
The provider recognised the wellbeing needs of their staff. These included ensuring the necessary resources were available to enable safe working.
Staff were given regular opportunities to provide feedback, raise concerns and suggest ways to improve the service or staff experiences. A staff member told us, “The home is run well in my opinion with all the staff working together well and with good communication between each other.” Another staff member told us, “The home is lovely and anything we ask to improve, the home owner and manager will do their best to achieve this or will tell us why if they could not.”
Staff were supported as individuals by the registered manager. For example, a staff member told us, “The manager is approachable and they look after their staff as much as their residents. Whether it is childcare issues for some staff, or family issues, they are always there to support us.”