The Laurel

Updated 16 February 2022

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.

As part of CQC’s response to the COVID-19 pandemic we are looking at how services manage infection control and visiting arrangements. This was a targeted inspection looking at the infection prevention and control measures the provider had in place. We also asked the provider about any staffing pressures the service was experiencing and whether this was having an impact on the service.

This inspection took place on 3 February 2022 and was announced. We gave the service 24 hours-notice of the inspection.

Updated 16 February 2022

This inspection took place on 13 July 2018 and was unannounced. The Laurel is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. The CQC regulates both the premises and the care provided, and both were looked at during this inspection. The Laurel is one of two care homes located in two semi-detached houses run by Optimal Care. It provides care and support for up to five people with learning disabilities

The care service has been developed and designed in line with the values that underpin the ‘Registering the Right Support’ and other best practice guidance. These values include choice, promotion of independence and inclusion. The service believed that people with learning disabilities and autism using the service can live as ordinary a life as any citizen.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated regulations about how the service is run.

At our previous inspection in June 2016 we had rated the service Good. At this inspection we found the service remained Good, however, the provider had improved to Outstanding in the Responsive domain.

We received some extremely positive feedback about the service. People and their relatives told us the quality of the care and support provided by The Laurel surpassed all their expectations.

People received safe care from staff who had been appropriately trained to protect people and identify signs of abuse. Staff understood their responsibilities to report any concerns and followed the provider's policies in relation to safeguarding and whistleblowing. Robust recruitment procedures helped to ensure only suitable staff were employed at the service.

Risks were assessed, managed and reviewed to help ensure people's safety. There were enough staff to keep people safe. Medicines were administered as prescribed.

People’s rights were recognised, respected and promoted. Staff had a good understanding of the Mental Capacity Act 2005 and we saw people’s consent was sought routinely. Staff were knowledgeable about the rights of people to make their own choices. This was reflected in the way the care plans were written and the way in which staff supported and encouraged people to make decisions when delivering care and support.

People and relatives were delighted with the kindness and thoughtfulness of staff. People we talked to consistently referred to the registered managers and staff as kind and caring people. They told us they valued their relationships with the staff who supported them and the support provided often exceeded what they had requested. Empowering people to communicate and express their needs was an area of strength within the service, as staff had a deep understanding of people's preferred communication methods.

The service was extremely responsive to people’s needs and wishes even if the support people needed proved to exceed their contracted hours. People told us that staff went over and above the call of duty and people said this made a profound difference to their lives.

The service provided excellent care and support to people enabling them to live fulfilled and meaningful lives. People and their relatives spoke overwhelmingly positively of the support, guidance and healthcare interventions people had received. Activities and people's daily routines were personalised and tailored to people's particular choices and interests. People were supported to develop their skills and pursue their hobbies and interests. People benefited from consistent support, good teamwork of staff, good planning and delivery of person-centred care.

People felt consulted and listened to about how their care would be delivered. The care plans were personalised and centred on people's preferences, views and experiences as well as their care and support needs. People's histories, family relationships and religious and cultural needs were taken into account while preparing their care plans. People's care and support was planned in such a way as to facilitate working towards their aims and ambitions. The provider recognised people's achievements and encouraged them to always make headway by setting new goals whenever their care was reviewed.

People were able to express their opinions and were encouraged and supported to have their voice heard. People were fully involved in planning and reviewing their care and support needs.

There was a complaints procedure in place and people felt confident to raise any concerns either with the staff or the registered manager if they needed to.

There was a complaints procedure in place and people felt confident to raise any concerns either with the staff or the registered manager if they needed to.

The registered manager led their team by example, showing strong, inclusive and innovative leadership that focused on enhancing the service and creating positive outcomes for people.

There were systems in place to monitor the quality of the service and staff reflected on their practice to identify and implement changes when required.