Laurel Court

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 outstanding. 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 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 had a shared vision, strategy and culture. 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 service focused on providing quality, person-centred care and supporting people to achieve their goals and aspirations.

Staff demonstrated a strong commitment to the provider’s vision and values and gave clear examples of how these were reflected in their day-to-day practice.

Staff were positive about the way the service was managed and told us they understood the responsibilities of their roles. They told us the registered manager promoted an open, supportive culture with strong teamwork and good communication.

The registered manager was very visible in the service, demonstrated strong leadership skills, commitment to continuous learning and improvement, was always responsive and promoted an open and transparent culture where concerns could be raised with confidence.

One staff member told us, “[Manager] is very approachable and I always feel comfortable speaking with them. They always help”.

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 service had a registered manager in post who demonstrated a good understanding of both people’s needs and the needs of the staff team. They told us senior management was readily available and supportive.

Throughout the assessment we found the registered manager to be committed to providing high quality compassionate care. They were receptive to feedback, demonstrated a clear commitment to the services values and acted promptly to any issues we raised.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us there was a whistleblowing policy in place, demonstrated a clear understanding of what whistleblowing meant and knew how to raise a concern. Staff said they were assured any concerns reported to the registered manager would be taken seriously and acted upon. People using the service and their relatives also told us they felt able to raise concerns with the registered manager if required.

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.

Staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in service.

The registered manager told us the service supported people to engage with diverse groups by arranging festive religious celebrations around other cultures, and celebrating PRIDE month, to promote LGBTQ+ inclusion.

Staff had been recruited from a range of diverse backgrounds that reflected the local community we saw no evidence of concern in relation to workforce equality, diversity and inclusion during the assessment.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support and acted on information about risk, performance and outcomes.

Care was provided was in line with current best practice guidance, right support, right care, right culture. People received support suited to their needs and lived in accommodation that allowed them autonomy and privacy. People were assessed thoroughly to ensure they were compatible with the service and other people, to enable them to live the life they chose.

Leaders in the service ensured there were robust governance systems and processes in place. For example, a new digital system used for recording people’s care.

Robust systems were in place to monitor the quality and safety of the service, including regular audits and oversight from the registered manager. These systems supported ongoing monitoring and continuous improvement.

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.

The registered manager worked in partnership with a range of health and social care professionals. They told us they worked closely with the local authority commissioning team, people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives.

The service worked proactively with a range of external organisations to support people, strengthen community links, and improve outcomes.

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.

Staff were well supported to develop their skills, and we saw evidence of staff progression into more senior roles within the service.

Outcomes from incidents were shared with staff to support a positive learning culture.

The registered manager was responsive to concerns raised during the assessment and took prompt action where required. This included improvements medication management. This demonstrated a commitment to learning, continuous improvement and maintaining safe standards of care.