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

People’s aims and outcomes were supported by staff and management team. Risk assessments reflected people’s needs. People were supported with their needs such as nutritional requirements in a timely or person-centred way. We saw evidence that care plans contained guidance for staff in supporting people to have healthier lifestyles and transition to other services such as hospital admissions to ensure they were done safely.

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.

People and relatives told us they were involved in agreeing their individual care needs when they moved into Springfield Care Home. Relatives told us said they were kept up to date with any changes in their relative’s needs. One relative said, “The manager and staff always let us know of any changes in mums care.”

Staff told us they had information about people’s needs and how to care and support them. They discussed people’s needs and any changes in their support during meetings daily. A staff member said, “We have time to study the care records when we have a resident admitted.”

Processes were in place to assess people’s needs where possible prior to admission to the home. Risk assessments and care plans were reviewed and regularly audited by the management team. We saw evidence of this process.

People and relatives spoke positively about the quality, quantity and variety of meals and snacks available at Springfield Care Home. People had drinks readily available and were encouraged to drink fluids regularly. One person said, “We have very good cooks the food is fabulous.”

Staff were able to tell us how they supported people with their eating and drinking and promoted choice in their dietary needs. Staff knew people’s dietary needs and who required dignified support at mealtimes. Modified meals and special diets such as blended meals were provided by the cooks. A staff member said, “We observe people eating and get to know who likes what and what amounts people like. It is a good way of monitoring people’s eating habits.”

Where appropriate, the management team referrals to relevant health professionals to meet people’s individual health needs including their eating and drinking needs. The registered manager had systems in place to share any information about good practice guidance for staff. Training opportunities, any relevant updates to support people were shared with staff. This was through team meetings and individual one to one meetings. Records we looked at confirmed this.

People’s care plans contained information about their health and care needs. This meant information was available and ready to share across the service so that people to received consistent care.

Staff were able to tell us about people’s care and what support they required. The management team told us they regularly worked with different health and social care services to support people's needs. This could be social work teams and district nurses.

We received positive feedback from the social work local contracts team who recently visited the home. They told us about how well staff and management team engaged with people and what support individuals needed.

The management team had processes and systems in place to ensure information relating to people’s needs was available for staff and other health professionals working with the home.

People and relatives told us they were supported to access other healthcare professionals as needed such as GPs and dentists. One person said, “Anything wrong and they call the doctor straight away.”

When we spoke to staff, we found them to be knowledgeable about people’s needs and care. For example, there were meal and food choices available to match people’s needs. A staff member said, “We work with people to help them be healthy.”

Care plans we reviewed contained guidance and information on people’s scheduled appointments such as, annual dental and optician appointments if required. The management team had a close link with the local GP practice and staff were able to contact them directly for any immediate concerns. Care plans also contained guidance for staff on how to promote healthy choices for people whilst respecting their right to choose.

People and their relatives told us they received positive outcomes from staff and the management team. People described the care they received was person-centred. One person said, “I know staff are busy, but they always ensure I have a shower whenever I please.” A relative said, “They all seem to gel together and get along and support each other that’s what is good about staff and manager.”

Staff we spoke to told us they were committed to provide person centred- care and provide positive outcomes for people. Staff told us they felt unable to achieve this as they were given time to spend with people on an individual basis.

We found care plans were detailed and people’s aims and support needs were recorded, reviewed and monitored within care plans. New care plans were being introduced and we looked at recent care records that had been completed. This meant the registered manager had oversight of people’s care needs.

People’s consent to care and treatment had been documented in individual care records. Their mental capacity assessments were detailed and reflected who had been involved in the decision making process. Where restrictions were noted in people’s care plans, it was recorded how the decision had been reached. In addition, people who had been involved and consulted had been recorded.

Staff told us they had received training in understanding the Mental Capacity Act [MCA] and understood people's right to make their own choices and decisions if possible. One staff member said, “We have received training the manager is very good and makes sure we have an understanding of the [MCA].”

The registered manager had processes for assessing and documenting people's consent to care. Documentation was completed and contained relevant information to enable staff to provide the best care possible. The registered manager had submitted Deprivation of Liberty Safeguards (DoLS) applications when appropriate and kept a record to ensure updated applications were made when needed.