The Laurels Care Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager and management team had a shared vision. The management team wanted what was best for people and had a clear focus on people’s quality of care. Staff were seen communicating effectively and sharing information to ensure people received timely and appropriate care. A staff member told us, “The staff are nice, friendly and I like to think the residents are happy.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager and deputy manager demonstrated to staff they were approachable by having an open-door policy. Staff told us they felt supported. A staff member told us, “The managers do listen and do take action when things are not working properly.”

Relatives told us that the registered manager had implemented recognisable changes. A relative told us, “The manager has an open-door policy. Nothing is ever a hassle for them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The management encouraged feedback from people, staff and relatives.

Policies and procedures were in place to support staff to speak up and raise concerns. Surveys were completed by staff, relatives and residents, and evidence of changes made was displayed in the home under the title, ‘You Said, we did.’

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The registered manager had effective ways to enable staff to be part of an inclusive culture. For example, team meetings, daily flash meetings and regular one to one supervision.

The provider had audit and quality assurance procedures which enabled oversight by the management team at the service, for example the registered manager had a daily catch-up meeting with the team to enable staff to bring forward concerns regarding people and the service.

However, during our inspection we found concerns which had not been identified by the providers quality assurance. We found concerns in the areas of medicines, environment and people’s risk assessments. People were potentially being put at risk. We did not find any harm had been caused to people. The registered manager responded promptly when issues were brought to their attention and provided evidence of improvements.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

There was evidence that the service worked with local GP’s, social workers and other healthcare professionals.

The registered manager told us the service had links with the local school, and there were monthly visits from the local church. The registered manager was working towards developing further intergenerational work in the future.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider has systems to learn from incidents and trends, and staff and lessons learnt meetings where information was shared. The registered manager was responsive to feedback from all sources.