Springfield Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. This was the first inspection for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. The care records were written in a person-centred manner and the registered manager worked with staff to ensure they always provided sufficient detail about how to deliver people’s care and support. These were regularly reviewed to make sure they continued to accurately reflect people’s needs and wishes.

Staff understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. A relative said, “Staff have been really good at making [person] feel at home. They settled really quickly and tell me they like it more than the last home they were in, which is so nice to hear. It has made the family feel at ease.”

Staff supplied appropriate, accurate and up-to-date information in a variety of formats that were tailored to individual needs. Care staff told us they had information about and understood people’s communication needs. A person said, “I find staff always check I know what is going on and take the time to explain things.”

The registered manager enabled people to share feedback and ideas, or raise complaints about their care, treatment and support. They made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People felt comfortable discussing any aspects of the running of the service with them. They felt the registered manager and staff listened to them and acted on any concerns. When people raised a complaint, the registered manager appropriately responded and resolved them.

Staff made sure that people could access the care, support and treatment they needed when they needed it. Discussions with staff showed they understood how to access specialist health or social care support people might need.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. For example, staff completed training in equality and diversity to understand and reduce inequalities or prejudices that affected outcomes for people. The registered manager ensured peoples’ social and healthcare needs were fully considered and met.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. Staff understood how to deliver care at the end of their life and had completed a variety of training to ensure they had the skills needed to meet both the care of people nearing the end of their life and those with complex healthcare needs. A staff member said, “The staff were brilliant with [person] throughout their stay and the home, including when they neared the end of their life.”