The Laurels Residential Home

Updated 6 March 2021

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 care homes with outbreaks of coronavirus, we are conducting reviews to ensure that the Infection Prevention and Control practice was safe and the service was compliant with IPC measures. This was a targeted inspection looking at the IPC practices the provider has in place.

This inspection took place on 17 February 2021 and was announced.

Updated 6 March 2021

The inspection of the Laurels Residential Home, known as the Laurels, took place on 1 May 2018 and was unannounced. At the last inspection in March 2017 the home had been rated requires improvement with no breaches of regulation. At this inspection we found all improvements had been sustained and care delivery was consistent.

The Laurels is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package. CQC regulates both the premises and the care provided, and both were looked at during this inspection. The care home accommodates 28 people in one adapted building. On the day we inspected there were 22 people living in the home with one person in hospital.

There was a registered manager in post at the time of the inspection. A registered manager is a person who has registered with the Care Quality Commission 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.

People told us they felt safe and the registered manager understood the principles of safeguarding well. They had responded to, and reported concerns appropriately, and also those concerns outside of their immediate responsibility, in a thoughtful and considerate manner ensuring people’s needs were placed at the centre and their wellbeing safeguarded.

Risks were appropriately managed with individualised plans to reduce the likelihood of harm and promote people’s independence. Accidents and incidents were responded to promptly and with full analysis to minimise repeat events. Staff were busy but always acknowledged people when they asked for assistance explaining they would be attending to them once finished with another person.

Medicines were administered safely and stored correctly. Records did not always show the time of PRN, or ‘as required’, medication but this was remedied before we left the home to ensure people did not receive medication too close together.

The home was clean and fresh, with rooms and equipment in good order.

The registered manager displayed in-depth knowledge of key practice and policy guidance and their knowledge was shared with staff who were able to explain and demonstrate the principles of best care practice.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

Nutritional and hydration needs were managed well as staff actively encouraged people to drink throughout the day and meals were well presented with people offered plenty of choice. Staff clearly worked as a team and showed appreciation of each other’s skills.

People were supported to access health and social care services as needed, and the registered manager showed where they had ensured decisions were always taken in people’s interests if they lacked capacity.

Staff displayed kindness, compassion and empathy in their relationships with people. They clearly knew people well and staff’s interactions demonstrated they appreciated people’s needs always came first. People’s dignity and respect was promoted and encouraged discreetly and sensitively, especially where people were resistive to support.

Care records remained person-centred and covered all aspects of a person’s care needs with direction and guidance for staff. People enjoyed a range of individual and group activities.

The home was well managed by an able and competent registered manager who led by example. They had a strong vision and this was embedded in all aspects of care delivery. Staff were well led and had sufficient guidance to ensure they met people’s needs well. The home was a happy and positive place where quality assurance systems ensured all aspects were reviewed regularly and any issues rectified promptly.