Springbank House

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

Leaders told us that people had their care needs assessed before moving into the home. Systems were in place to obtain consent from people. Care records documented if people had the mental capacity to make specific decisions and how best to support them. The provider was working within the principles of The Mental Capacity Act (MCA). People were supported to access health services when needed to maintain their well-being.

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 that staff involved them in planning their care. A person told us, “We talked through my support plan and agreed plans. Some of it will be hard to do, but I’m hoping to get better here.”

The area manager told us they visit people to assess them prior to admission or readmission following a hospital stay. The area manager told us, “We undertake a robust pre assessment to ensure we know all the details and if we feel the admission would upset the other people who live in the service, we will not accept the admission.”

A member of the management team undertook pre-admission assessments to ensure people’s mental health needs could be met and the person would ‘fit in’ with the people already living at the home. Past experiences had taught the team how important this was, as new arrivals could trigger incidents and upset the balance in the home. We saw evidence of multi-disciplinary meetings to discuss people’s needs and wishes and ensure sharing of good practice. The provider used a computerised care record system that was also printed off so that all staff could access these easily. Care diaries and de-escalation plans were used alongside these to ensure changes and incidents could be tracked, added to, and reviewed. The service had links with other organisations to access services, such the community mental health services and mental health specialists.

People told us that staff involved them in planning their care. A person told us, ““We talked through my support plan and agreed plans. Some of it will be hard to do, but I’m hoping to get better here.”

The area manager told us they visit people to assess them prior to admission or readmission following a hospital stay. The area manager told us, “We undertake a robust pre assessment to ensure we know all the details and if we feel the admission would upset the other people who live in the service, we will not accept the admission.”

A manager undertook pre-admission assessments to ensure people’s mental health needs could be met and the person would ‘fit in’ with the people already living at the home. Past experiences had taught the team how important this was, as new arrivals could trigger incidents and upset the balance in the home. We saw evidence of multi-disciplinary meetings to discuss people’s needs and wishes and ensure sharing of good practice. The provider used a computerised care record system that was also printed off so that all staff could access these easily. Care diaries and de-escalation plans were used alongside these to ensure changes and incidents could be tracked, added to, and reviewed. The service had links with other organisations to access services, such the community mental health services and mental health specialists.

People told us that they had been supported with appointments to diet clubs, dentists, opticians. Staff had supported a person who lived with diabetes with appointments and checks at the diabetic clinic. Another person talked of how staff had arranged appointments with doctors and supported them with hospital appointments.

Staff told us that they worked well with external health and social care organisations to ensure people received effective care and treatment. They told us that there had been problems with communication in the past, but relationships had improved, and this enabled them to provide effective care and support to people.

Feedback from external health and social care professionals was positive. They told us staff engaged with them and made appropriate referrals.

Peoples support plans and records demonstrated that referrals and ongoing discussions took place regarding people’s health and social care needs. All relevant staff, teams and services were involved in assessing, planning, and delivering people's support and treatment. Staff worked collaboratively to understand and meet people's needs. When they needed advice, they sought it from the appropriate health professional and listened to their advice. The Information to ensure peoples safety and well-being was shared between teams and other services to ensure continuity of care, for example when people are referred between services.

People were confident that people’s health needs were met. They told us appropriate healthcare professionals were contacted when required. A person told us, “I have seen a GP and my social worker, and I have been referred to see a specialist.” Another person told us, “I have been to an optician and they are going to find me a special dentist as I get very anxious.”

Staff told us they contacted health and social care professionals when people were unwell or if there were concerns about their mental well-being. They supported people to receive regular healthcare appointments such as chiropody and dental. Every person living at Springbank House was registered with a GP and the staff ensured the GP had all the necessary information and list of all specialists involved in people’s care. Health and social care professionals told us that staff contacted them appropriately when they had concerns. A health and social care professional told us, “They keep of us informed, with some people changes can occur very quickly and they may need their medication adjusted or changed.”

Peoples support plans and records demonstrated that referrals and ongoing discussions took place regarding people’s health, mental health, and social care needs. Where people required regular health checks, such as blood tests, related to their specific health conditions, records showed that these took place. Staff supported people with slimming clubs and exercise classes should they wish to join. Activity diaries have recently been introduced and these will cross referenced into support plans to ensure that they were appropriate and still in line with peoples wishes.

People told us, “They keep an eye on me, they check my health as well as keeping an eye on my mental state” and “I think now I’ve got a diagnosis it will be easier for staff to give me the right support.”

Staff told us people’s care and support were monitored through regular reviews, audits, and discussions, for example, at handover. Staff told us about changes to one person’s support which had resulted in a reduction in their falls. Staff told us they carry out care reviews monthly at the least and due to sudden changes can be more often. A staff member told us,” We also discuss changes we have noticed and discuss what to do.” Another person told us, “We talk everyday about people. Our residents can change daily. We discuss that at shift change. We continuously monitor to make sure we are doing everything we need to.”

The management team monitored the care and support through regular support plan reviews, audits, and discussions with staff. The staff team worked alongside health and mental health professionals, such as the GP, dieticians and speech and language therapists (SaLT). Care plans and assessment tools were in line with guidance from the national institute for health and care excellence (NICE). The management team carried out assessments and reviews to ensure they were regularly monitored for changes in their level of need. There were organisational systems in place to monitor people’s support and treatment and their outcomes. Audits were used to identify issues and themes and to learn lessons to provide positive outcomes for people.

A person told us, “[Staff] ask for my permission to enter my room and ask if I want their help.”

Staff told us they didn’t presume people’s co-operation or consent to treatment. A staff member told us, “Some peoples capacity to make decisions may be impacted on due to alcohol or drug consumption, so they (the staff ) might have to make a best interest decision to seek medical assistance despite the person not being able to consent to intervention.” Another staff member told us, “Although they were busy, they ensured people were given choices about what they would like to do each day.” Discussions with staff demonstrated they understood consent and how they respected people’s choices and decisions.

Where people were deemed not to have mental capacity at a specific time assessments and best interest decisions had taken place to ensure decisions made were in the best interest of the person. This included contacting ambulance services for advice or immediate treatment.