Springfield Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager and management team made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Staff had used an electronic care record system for over a year and the provider was in the process of evaluating this and seeing how it compared to ones used in their other services. The registered manager and staff ensured the assessments were completed in a timely manner and were accurate. They gathered information from a wide source of people, including the person, families and any clinicians who had worked with the people to ensure all relevant information was gathered. These were used as the basis for the care records. Staff confirmed they actively used them to understand people’s ongoing needs. A staff member said, “We use handheld devices with the care plans on and always check these are right. When things change, we make sure the care record are updated.”

The staff team planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Staff ensured people’s health needs were monitored and they received a nutritious diet. The catering staff understood people’s needs and how to promote a healthy diet. They worked with people to ensure the menus provided varied and appetising choices. The dedicated dining experience staff member constantly checked with people that they continued to enjoy the options. Staff closely monitored people’s health and made sure they ate and drank well and were not showing signs of ill-health.

Staff worked well across teams and services to support people. They shared information about people’s needs when they moved between different services, so people only needed to tell their story once. Staff worked closely with the local GP practice who ran weekly GP ward rounds in the service.

Staff supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff assisted people to live healthier lives and, where possible, reduce their future needs for care and support. Staff liaised with external health and social care professionals to ensure people received consistent care and support. Relatives reported people had experienced positive outcomes since moving to the service. A person said, “For me, moving here has been a very positive thing, as the staff are lovely, I get all the support I need and if I don’t feel so good the girls are straight on it making sure I’m okay.”

Staff routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they met both clinical expectations and the expectations of people themselves. People, relatives and professionals reported individuals had experienced positive outcomes since moving to the service. Staff work as a team to ensure people’s support needs were met. We observed staff followed best practice around providing dementia care to support people to be more social and maintain their social facades.

Staff told people about their rights around consent and respected these when delivering person-centred care and treatment. People made their own choices and decisions on a day-to-day basis about what they did, what they ate and how they filled their time. Staff understood the requirements of the Mental Capacity Act and associated codes of practice. They completed capacity assessments and ‘best interests’ decisions. However, staff were not always considering whether a capacity assessment and ‘best interest’ decision were needed although the evidence suggested this would be the case, for example when people lacked capacity to go out on their own so needed to be accompanied. The registered manager immediately took action to ensure the documents were improved.