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 provider met people’s needs.

This is the first assessment for this service under the new provider. This key question has been rated Good. This meant people’s needs were met through good organisation and delivery.

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 provider 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.

Care records showed a person-centred approach. Information included how either through verbal or non-verbal means people were able to refuse or give consent for specific decisions. Staff we spoke with understood people well and could explain how individuals preferred to be approached. People felt confident staff were responsive to their needs and showed genuine kindness and understanding. One person said, “The staff are all very good and friendly. The same staff are here most of the time. They look after us very well and they know what they’re doing. The [district] nurse is expected this afternoon to look at my feet.”

One relative told us, “I am aware that there haven’t been care plans that I could see previously but now I understand that these are in review. I am expecting to see my family member’s plan soon and be able to contribute to it. We do attend the family and resident meetings which the manager has arranged. We feel the manager listens to residents and family members and we are able to ask any questions about the service that we feel necessary. I believe the manager is accessible and responsive and would recommend this service to others.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The management team worked well with external health and social care partners. We saw prompt referrals had been made to support people who may need specialist equipment for managing falls or good skin integrity.

People’s care and treatment was effective due to their care and communication needs being robustly documented for staff to follow to support them. People’s care plans were kept up to date with important information from external health teams, to ensure people received wrap around care. Staff understood how to react if people experienced a change in their condition or required ongoing monitoring of an existing health need.

The registered manager explained that a chiropodist attends weekly and that regular clinical review was provided by an advanced nurse practitioner from the local linked practice, who undertakes a weekly ward round.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Support plans and records met people’s requirements for meaningful communication and decision-making. Records were available for staff to enable positive communication with people about their choices when they did not use verbal communication. For example, using objects of reference, signs, or visual aids.

Care plans detailed people’s individual communication needs, such as spectacles or hearing aids. The service could provide literature for people in different font sizes to assist in sharing information for people.

The provider had improved their processes for people to share feedback and ideas, or raise complaints about their care, treatment and support. The registered manager was working to ensure staff fully involved people and their relatives in decisions about their care moving forward.

The registered manager spoke of their drive to fully engage and involve people, relatives and advocates in their care planning. We saw records of formal meetings which had been held, with identified action points. The registered manager explained their approach as ‘starting from scratch’ due to the previous lack of formal meetings being held. Relatives were very aware of the change in leadership and all spoke in positive terms about the registered manager. Some relatives felt it was early days and the improvement journey had some way to go, particularly in respect of sharing care plans and communicating changes in the service.

One relative explained, “Communication with the service has been difficult previously, but has improved since the new manager arrived. I have faith in the new manager, and I would recommend the service to others. We visit weekly, along with the grandchildren, which my family member really enjoys particularly when we take them out to breakfast on Sundays. We are getting more medical information as matters arise, which was not the case before. I’m looking forward to further improvements in communications.”

There was currently no designated laundry team in place. We found the laundry area to be adequate, with a plan for this to be enlarged and re-equipped within weeks when, the registered manager explained, a dedicated staff member will be appointed. We observed the current system for segregating people’s clothes, all of which were labelled. However, several relatives reported that there were issues with mixed-up clothes; although they were understanding around the proposed improvements. The registered manager explained that, with a dedicated staff member, they intended to reduce such mix-ups to an absolute minimum.

We were assured by the registered managers approach to engaging and involving people, we will review the embedding of these processes at our next assessment.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People were supported with access to external teams when required and encouraged to maintain relationships with those who were important to them. We saw family and friends of people were able to visit when they wished and were made welcome by the staff team.

One relative told us, “My family member has been here for 3 years. Under the current manager there have been massive changes. Staff are all approachable and my family member is happy with their care.”

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.

Policies were in place and staff completed training in this area. Care plans evidenced how people’s disabilities were considered, where appropriate, and support provided, for example, with mobility or sensory support needs.

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.

People’s care plans were detailed, regarding their spirituality and communication of end of life wishes. The plans contained information on supporting access to a place of worship or a visiting faith lead.

Staff we spoke with showed compassion and empathy regarding caring for people at the end of their lives. If people did not wish to discuss their end of life wishes, we saw processes had been established for what to do in an emergency medical situation. Where people had an advanced decision in place regarding the end of their life, these were clear, for staff to ensure people’s wishes were respected.