Springbank House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

People were treated with kindness and respect. Staff spoke with care and compassion about the people they support. We saw that people were relaxed and approached staff when needed. People were treated as individuals and their care, support and treatment met their needs and preferences. Staff told us they had opportunities to give feedback through meetings, satisfaction surveys and supervision.

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 told us staff were kind and treated them with respect. Comments included, “They are kind and seem to understand me they never get angry with anything” and “Nice here, staff are supportive.”

Staff spoke about people with respect and kindness. A staff member told us, “We have really lovely [people] here. They are all very different but interesting and at times challenging but that is what makes it a good place to work and very rewarding.”

A health professional told us that staff they had spoken to appeared to know people well and were polite and respectful.

The interaction between staff and people was positive in that people were relaxed and approached staff when they needed them.

People told us staff knew them well. They told us they were treated as individuals.

Staff knew people really well. Most staff were able to tell us about people’s past and their support needs. They spoke about people as individuals and were able to tell us about their interests and families, their strengths, and weaknesses.

Staff addressed people by their chosen name. They supported people in line with their individual care plans, choices and wishes at the time of receiving support. They supported people to make choices and contacted other health professionals as required to help in those choices.

Support plans were specific to each person and there were supporting policies that put people at the centre of their care and treated them as individuals. Since out last assessment, the area manager had met with each person to discuss their support needs, their challenges and how staff could support them. The area manager confirmed that work was on-going but said it had been rewarding for both staff and people. People’s support plans were up to date, personalised and contained detailed information about their strengths, weaknesses likes and dislikes, and how staff could meet their support needs and wishes. These were updated regularly and when people’s needs changed. There was still work to do to document steps taken by staff to support people to regain independence as part of their goals, such as managing their money and cooking. This is a work in progress.

We received mixed feedback about people having choice and control over their lives. Some of this was because some of their lifestyle choices were not always in line with their risk assessments. However, a person told us, “Without their guidance I would be in trouble.”

Staff knew people well. A staff member told us, “They are all independent we just prompt and remind, and monitor.” Another staff member told us, “We encourage people to make choices and support their decisions.”

People were observed to be choosing their own lifestyle, such as going to bed and getting up at the time they wish to, cooking and leaving the home. We saw that people told staff they were going out and when they would be coming back.

Support plans were specific to each person and put people at the centre of their care and treated them as individuals. People’s support plans were up to date, personalised and contained detailed information about their strengths, weaknesses likes and dislikes, and how they preferred staff to meet their care needs and wishes. For example, supporting and encouraging their social life, and shopping and keeping in touch with family and friends. These were updated regularly and when people’s support needs changed.

A person told us, “Staff respond quickly when needed. We can go to the office or ring our bell if we need them, especially if it urgent.” Another person told us, “I feel I can go to staff with a problem, they will act immediately.”

Staff understood people and how to respond to immediate needs. This included knowledge of how people’s mental health or well-being may change throughout the day.

We saw staff react promptly when people needed immediate support. This included when people were feeling anxious and approached staff for assistance and suport -for example one person came to the office for their tablets, and staff immediately supported them.

Staff told us they would always raise any concerns that were related to people and the support they received They felt the senior management were supportive and approachable. A staff member told us, “I had a really good induction, really supportive team, and the people here are amazing.” During the assessment we received an anonymous concern form a staff member who told us, “That they wouldn’t go to senior staff as they have heard them talk about other staff so wouldn’t feel protected.” In response to this the area manager said, “We are having regular supervisions, team meetings and offering staff debriefing sessions, so I hope that this will address these concerns going forward.”

The area manager routinely used individual supervision and group team meetings to engage and support staff through any areas of concern or identify any training needs. Employee satisfaction surveys were sent out to all staff on a regular basis and the provider would collate all surveys and take action if required. Action had been taken in response to staff views, going forward there will be ‘you said, we did’ board to inform people, visitors and staff, what had been done in response to their concerns.