Laurieston House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question as good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.
People had individual care plans and risk assessments in place which had been developed to meet their current needs. People and their families, where appropriate, were involved in the initial care needs assessment and periodic review of their care plans.
People’s care plans identified their care needs but also referred to people’s individual strengths and ways in which their control and independence could be supported and encouraged. Where appropriate to an individual’s circumstances, their care plan included rehabilitation support.
People had been involved in their own assessments and care plan reviews. The registered manager took the time to ensure people’s views and opinions were captured, respected, listened to and implemented as part of the day-to-day support. People’s care plans also included relevant information about people’s past life history, where that might have a bearing on how people now wanted to receive care support.
A staff member told us, “On long day shifts there is time to read care plans and assessments. However, if a risk assessment or care plan is updated with changes for a resident, our manager will ask all staff to read that as soon as possible.”
People’s healthcare needs were assessed and detailed in their care plans. People were supported to engage in community healthcare services, as well as more specialist healthcare services if needed, to ensure their health care needs were met.
People’s assessments included details of their communication needs. People’s care plans also detailed when changes in people’s physical presentation, or emotional state, may indicate a deterioration in their health or wellbeing.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.
People’s care needs were detailed in their care plans, including guidance on how their specific needs were to be met. For example, people had detailed care plan sections in relation to rehabilitation activities to be supported with by staff, where there were relevant needs for them.
People received care, treatment and support which was evidence-based and in line with good practice standards. A person told us how they felt their health and wellbeing had improved since they had lived at the care home, “I wasn’t so good when I first came here. But I am alright now.”
The registered manager and staff supported people to maintain their links with family members, where that was important to people.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.
People were supported by a registered manager and staff who worked well together and with other external health and social care professionals.
The registered manager had systems in place to make sure information was shared in a timely manner by everyone involved in people’s care. This all helped to ensure a joined up, consistent approach to delivering safe and effective care to people in line with their individually assessed needs and preferences.
Staff had access to the information they needed to appropriately assess, plan and deliver people’s care, treatment and support.
Where people received care from a range of different external staff or services, those links were co-ordinated effectively. All relevant staff, teams and services were involved in assessing, planning and delivering people's care and treatment, and worked collaboratively to understand and meet people's needs. For example, some people attended day activities or educational settings and the registered manager ensured there was effective communication between all parties providing care to the people who lived at Laurieston House.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.
People were encouraged and supported to make decisions about their own care needs by staff who understood their requirements and preferences. Staff encouraged and supported people to make healthier choices to help promote and maintain their health and wellbeing but were also mindful that the person had the final say on decisions relating to their care.
The provider’s staff regularly monitored people’s health and supported people to access external primary healthcare support from GPs etc, as well as specialist hospital support when needed.
Staff knew people well and were able to identify and changes in their presentation, emotional state or distress, which may show a deterioration in their health or wellbeing.

The provider routinely monitored people’s care and treatment to continuously improve it. They aimed to ensure that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.
People told us they experienced positive outcomes from the service. There were effective approaches to monitoring people’s care and treatment and their individual outcomes. Staff engaged with people to ensure their life ahead was a life they chose. Staff discussed with people to find out their short, mid, and long-term life choices, goals, and ambitions. This enabled outcomes to be planned for each person and care plans created to support those outcomes to be achieved.
Staff told us they had observed people improve their health and wellbeing. For example, a staff member told us, “When I first joined Laurieston House [Person] used to mostly be in their bedroom and they slept during the day, when not attending a day centre. Since an [electronic device] was provided for them to use [Person] has thrived. They love watching many different sports and older TV shows and football chat shows. They are certainly thriving compared with how they were when they first moved in. They have also gained weight, and they enjoy joking and chatting with staff and residents. I believe they are a success story of Laurieston House. [Person] is now confident that staff will respect their very individual needs and they are thriving on the type of loving support we provide.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
Staff supported people to exercise their rights. Staff encouraged people to make decisions about aspects of their daily care routines, and staff told us they always obtained consent from the person before supporting them with personal care tasks.
People’s care plans contained assessments of people’s individual capacity to consent to specific decisions about their care. Where people were unable to meaningfully consent, appropriate best interest decisions were made and recorded in their care plans.