Silversprings

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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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.

The provider assessed and reviewed people’s needs effectively, with relevant clinical risk assessments and care plans in place. People received face-to-face assessments by staff before moving into the home or after an extended period in hospital. Care plans were developed and included information about people’s physical, medical, social, and emotional needs. Care plans were reviewed monthly through ‘Resident of the Day’, which provided an opportunity to review all care and ensure it was up to date.

The provider delivered care and treatment in line with best practice and regulatory requirements, with access to GPs and health professionals and the use of assessment tools such speech and language guidance. The registered manager and nurses had a good understanding of people’s complex needs and worked with other professionals to ensure these were met. The registered manager had participated in local pilots with health professionals to improve the care people received. A healthcare professional told us, “I can honestly say they have engaged and they really do go above and beyond for this patient group.”

Staff, teams, and services worked together effectively to meet people’s needs, with evidence of partnership working and communication with health professionals. Staff were observed to be generally responsive, and relatives felt informed and listened to. Staff worked well with each other to share information and provide good continuity of care. There were systems in place to share information and update staff about changes in people’s condition or health. A health professional told us, “The team are extremely efficient, and I know exactly who I am seeing and what is expected of me. Any issues or concerns are dealt with straight away and documented in the appropriate care plans.”

The provider supported people to live healthy lives. People’s healthcare needs were assessed. The registered manager recorded these in care plans and gave guidance to staff about how to meet people’s needs. There was always a nurse on duty who monitored people’s health, skin condition, and wellbeing. Staff worked closely with external professionals to ensure healthcare needs were met. They made timely referrals and asked for support and guidance from others when needed. We saw recommendations from healthcare professionals were included within care plans and followed.

Staff monitored people’s weight, nutrition, and hydration. The provider made sure people’s specialist dietary requirements were met, and people had enough to eat and drink; however, we did observe at times that drinks were not within easy reach of people.

We observed the lunch time meal and observed where people were assessed as needing a soft diet, the food did not look appetising.

We received mixed feedback about the food, comments included, “Food. I don’t like it at all. All piled up on top of each other. Not a good choice, it’s much the same” and “Food is excellent, a great choice.”

We fed this back to the registered manager who took prompt action to address our concerns, as a result, kitchen staff were asked to attend further training.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of the people themselves.

Staff showed a good understanding of people’s needs and adapted care accordingly. One person needed extra support with their glasses, and the home worked with an optician to ensure their needs were met.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff ensured people understood and consented to the support they received and sought consent on a day-to-day basis before providing care. This helped people feel respected and in control of their health and wellbeing.

Where people lacked capacity to make specific decisions, staff completed mental capacity assessments and best interest decisions in line with the MCA. Staff received appropriate training and demonstrated a good understanding of the principles of the Act, including presuming capacity and supporting people to make decisions wherever possible.

Staff worked with people, relatives, and relevant professionals to support informed decision making and promote health and wellbeing. For example, staff involved external professionals to guide care planning and implemented advice to support people’s physical and mental health. People’s needs and decisions were reviewed regularly to ensure care remained appropriate and responsive. A professional told us, “The registered manager has a good understanding of the Mental Capacity Act and relevant legislation, and she has a person-centred approach to care planning and seems to have a good support team around her.”