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

Relatives told us communication with the management team was good. They were able to raise any issues or concerns with the registered manager. They said these would be addressed straight away. People and relatives were also positive about the care and support they received. Staff knew people’s needs and how to care and support them. People and relatives had been involved in agreeing people’s care and support when they moved to the home and were kept up to date with any changing needs.

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 kept informed about any changes in people’s health, wellbeing or support needs. One relative said, “They keep me abreast of any developments and let me know if there’s anything out of the ordinary.” They said the staff team knew people’s care and were knowledgeable about individual ‘residents’ care. Relatives said they had completed information with their relative about people’s life history, preferences likes and dislikes when they moved to the Springfield Care Home.

We spoke to staff who said they were aware of people’s needs and kept up to date if any changes in care occurred. One staff member said, “Yes we have very good communication links with managers and colleagues to keep us up to date.” The registered manager manger informed us new care plans were in the process of being developed to improve people’s care and support.

We observed kind, patient and dignified interactions between staff and people. We observed one person who required support moving from the dining room to a lounge. They were supported by two staff who spoke with the person all the time they helped them. We observed patience and caring during the process. In addition, we saw some interactions that were person centred. For example, at lunchtime members of staff supported people in a dignified way, we saw the person was settled and relaxed enjoying the interaction with staff.

People told us that health professionals were involved in their care if they were needed, this included professionals regularly visiting the home. One person said, “Yes the doctor is always in and out of the building.”

Staff told us people were encouraged to be involved in local community activities and events that took place. For example, visits to the local library and community events were a regular occurrence for people. A staff member said, “We do take people into the community when we can it’s their choice and we encourage that.”

Local social work teams provided feedback which demonstrated the management team contacted appropriately for additional health services when needed. Stakeholders told us the home was very welcoming to receiving feedback to improve the quality of care.

The management team had a process in place where they were flexible to meet people’s needs. Where support hours were required to be adapted to meet people’s activities, this took place.

People and relatives told us the staff and registered manager had adapted communication to meet people’s needs. One person said, “I don’t hear so will and staff don’t make me feel awkward when they speak to me. They sit closely and talk slowly so I understand.”

The management team and staff understood the different formats in terms of communication methods and training for staff was provided if required. This was confirmed by talking to staff members. The registered manager told us, before people move into Springfield Care Home, an assessment involving all stakeholders was completed to ensure appropriate communication guidance was in place. Staff and management understood the importance of communication being made available for all and that information was up to date and reviewed regularly.

Other systems for improving communication between people and staff included ‘easy read documents.’ Care plan guidance was in place to help staff to effectively communicate with people that ensured the person’s needs were met.

We received good feedback from people and their relatives who felt they were involved in planning their care. Some people could not remember having discussions about their care plans but were happy the care they received reflected their needs. Comments included: “Yes we discuss my support with the manager and my family.” Also, “I can’t remember talking about my care, but I am very happy with all the staff and manager.” Relatives told us they felt informed and listened to about their family’s member’s care. One relative told us, “They do involve us with any alterations to [relative] care.”

The management team spoken to were aware of the importance of involving people in making decisions about their care. They described situations where they had worked with people to accommodate their choices within a risk framework. One staff member said, “We do listen to people and enable residents to make choices and achieve their aims where possible.”

Information was available in the main reception area to Springfield Care Home, informing people how they could provide feedback about the home. This included a suggestions box and information about how they could share any issues or complaints. In addition, meetings where people and their relatives were asked their views on a range of subjects such as activities, menus, the building and the cleanliness of the home. There were regular audits of people’s care. Referrals were made through local social work teams should people require an independent advocate.

People told us they had access to health professionals, for example, chiropodists and district nurses. One relative said, “[Person] sees the doctor here, if they have any appointments at the hospital in Chorley, the appointment letters come to the home, and they let us know and we go with them to the appointments. If we weren’t available, they would send a carer.

The registered manager told us they had a good relationship with local GP’s practices and district nurses, they were responsive and provided a same day service for any concerns raised.

Relatives told us the management team were open and transparent when discussing their relatives care.

The management team described good processes to ensure people saw healthcare professionals when they needed to. The registered manager told us they used a recognised pain identification tool to identify when people who were not able to verbalise their pain were becoming uncomfortable and needed healthcare support. People’s care plans contained information about signs of deteriorating health in relation to specific care conditions.

We observed staff supporting people to achieve their choices and outcomes. One person said, “I enjoy crafts and [staff member] has really helped me achieve things that I couldn’t do.”

Staff understood how to care for people equally and recorded the care they provided in daily care notes. People’s unique needs and identity was recorded in their care plans. Staff told us they were given guidance on how to support each person’s needs and wellbeing.

There was a clear policy on equality and diversity. This policy encouraged staff to treat people well and provide people with equal opportunities regardless of their protected characteristics. Records documented visits by health professionals and the advice given.

People were involved in important changes to their life, and told us they were happy to discuss their thoughts a nd wishes with staff at the home.

The management team told us. They were keen for the future included increasing the capacity of the home and having new people to care for. One of the management team said, “We aim to keep moving forward, and feel the home is continually improving.” The registered manager was clear that assessments would be completed thoroughly, and new more detailed assessments were now in place.

The management team had a process in place to record people’s decisions about their future. This was on a best interest form, which then was included into their individual plan of care. Staff received end of life training, this was confirmed by staff.