Springfield Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people andtreated them with compassion, kindness, dignity and respect. This was the first inspection for this service. This key question has been rated 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.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. People praised staff for how well they worked with them. We observed staff had created a real sense of community within the home and they valued everyone’s opinions. Staff treated colleagues from other organisations with kindness and respect. A relative said, “Staff are so considerate with [Person]. They are really kind and always making sure they are alright.”

Staff treated people as individuals and made sure the care, support and treatment offered met their needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff had valued everyone’s opinions. The service was very vibrant and full of life; people consistently told us how they always were made to feel like they were a valued part of the service. An activities team ensured people were supported to experience a wide range of activities and broaden their horizons. Every day they ensured there were multiple opportunities to participate in activities, which ranged from quizzes, exercise classes, pool competitions to beauty sessions. People and relatives were very positive about how staff had supported individuals to continue to enjoy a good quality of life. A relative said, “There is always something going on and [person] found they made sure their life was full of things they enjoyed. [Person] loved the pool competitions and these were really competitive.”

Staff promoted people’s independence. They made sure people knew their rights and had choice and control over their own care, treatment and wellbeing. The registered manager enabled staff to deliver person-centred care, and this was the fundamental basis of the design of the service. People confirmed any changes to the ways staff supported them were discussed and agreed. People continued to lead active lives and decide how they wanted to live their lives. The registered manager had just started monthly coffee afternoon whereby relatives and residents could all get together and discuss how the service was operating over a piece of cake. A relative said, “Both [person] and I are routinely asked our views about how the service is running, what could be better and specifics about the support needed.”

Staff listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. We observed staff were responsive to individual’s needs and people confirmed this was the case. Staff were knowledgeable about each person and could describe their needs, including how any of their cultural needs were met.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff confirmed that the registered manager supported their well-being to make sure they could give their best to people when at work. Staff described how their work was routinely praised and recognised within the home. A staff member said, “[Provider] visits every week and is really interested in what we do. He routinely asks our views and really listens to us, which make us feel as if we matter. He is always praising us. This is so much better than when the previous owner was in charge, as we never saw them.”