Springhill Care Group owns and operates three purpose built care homes, each of which have dedicated specialist dementia care services, as well as services for adults and older people. We also provide a supported living service to adults with varying health and social care needs including mental health needs, learning difficulties and brain injury and/or other neurological conditions.
- 2 October 2013
- North West
1. Action Plan
1. The National Dementia Declaration lists a number of outcomes that we are seeking to achieve for people with dementia and their carers. How would you describe your organisation’s role in delivering better outcomes for people with dementia and their carers?
Our main role is in delivering high quality person-centred care and support, to people at the later stages of dementia, when the person’s needs have perhaps become more complex and challenging to existing carers.
Our role is to ensure people within our service live well with dementia, and enjoy a good quality of life.
Three years ago we invested heavily in developing person centred approaches by embracing and developing person centred practices throughout our organisation’s business practices. Our Birch Green home has joined the national FITs (Focussed Intervention Training) project being managed by Worcester University which requires a ½ time worker to cascade training to staff.
Our Springhill Care Home has put 20 people through Level 3 in Dementia Care which is a new qualification for people working in dementia services.
Our aim is to minimise the use of antipsychotic medication with any resident with dementia and at Birch Green this has been achieved. At our other homes they are used minimally only for short periods.
Two of our services Springhill and Birch Green have the GSF Gold Standards Framework, (GSF), accreditation for end of life care, and the other is using much of the care plan documentation developed in the other two homes.
Birch Green has developed a Namaste room and is researching the impact this has on people with dementia.
We have spoken at regional and national conferences about some of the work we have done and use social media and our website to promote good practice.
2. What are the challenges to delivering these outcomes from the perspective of your organisation?
- A prevailing negative attitude that fails to recognise people with dementia as having a good contribution to make to life.
- Lower horizons set when assessing care needs compared to young adults with LD or YPD who quite rightly have a greater focus on their social life and overall quality of life.
- Inconsistent and in some cases, unacceptably poor access to primary and secondary care services.
- Enabling NHS and Social Services commissioners to understand that dementia is a specialist area and is staff intensive when trying to reduce use of anti-psychotic medication and meets needs positively. Since development of CCGs and the squeeze on health and social care funding obtaining the right fee to meet needs is increasingly a battle.
- Willingness to have clear agreement and recognition with providers on information sharing, and agreeing desired outcomes.
- Shift in style of regulation and reporting, back to a more balanced approach that seeks out and celebrates good practice, as well as any shortcomings, and ensuring high standards.
- Quality personalised, dementia care is costly in staff and other resources required to provide an excellent service and outcomes.
- Recognition through national standards, that good commissioning is the cornerstone of good care.
- Current public funding for dementia care is inadequate.
- Urgent need for a government sponsored, sustainable and fair framework for social care funding.
To continue to develop staff skills to provide personalised care.
- As part of annual training plan to ensure through delivery of short courses, coaching and mentoring and more formal certificated training that staff have the requisite skills to provide personalised services to people at all stages of dementia journey.
- To evaluate the FITs project and assess how far this succeeds in improving skills of staff to provide personalised care and manage behaviours that can challenge services.
- Using supervision and annual appraisals to build up pictures of training needs.
- Regularly review resident’s needs to help develop further training to meet needs appropriately.
To provide information and support to relatives and friends of people with dementia.
- To have copies of the latest Alzheimer’s/NHS Publication ‘The Dementia Guide’ – Living well after diagnosis available in reception for relatives to take away.
- To ensure regular meetings with relatives occur to discuss progress and any concerns and that these are recorded in the Care Plan documentation.
- In one home to pilot opening a monthly ‘Coffee Morning once a month to invite members of the community to come into the home and receive social support.
- Provide, where possible flexible packages of support to families – utilising day care, short periods of overnight care as required.
To share results of developments across the 3 care homes and to wider community through use of social media and Springhill Web site
- Utilise Intranet to share training Resources across the three homes
- Utilise PR and Social Media Team to upload positive stories about developments in the services
- To utilise one Springhill Management Review Meeting to have a discussion on each home’s best practice developments
- To encourage visits between homes to share good practice – especially Service Managers and Lifestyle Support Teams.
To continue to try and educate commissioners of dementia services on the need to fund good personalised care and refuse to compromise on minimum standards.
- Support General Managers in discussions with Commissioners
- Raise issue through Lancashire Care Association at Social Care Partnership
- Raise these issues through English Community Care Association to take up with ministers and DH officials.
- Refuse to accept new residents where fee is inadequate to maintain a safe environment which would put staff and other residents at risk.
To continue to minimise the use of anti-psychotic medication.
- To work with GPs and Consultant Psychiatrists to review any residents medication on a regular basis and in particular to reduce or stop anti-psychotic medications.
- This has led to the achievement of zero use of anti-psyhcotic medication at Birch Green Care Home, Skelmersdale, where we have more than 70 residents.
- To analyse behaviour using ABC charts and 1:1 intervention charts to try and assess the reasons for behaviour that challenges and put in place strategies to alleviate.
To expand a small dementia suite at Riversway Care Home to a whole floor.
- Appoint a Service Manager for Dementia – commence 1st September 2013
- Develop a plan for managing transition including minor works to provide lifestyle kitchen/lounges
- Floor to be divided into palliative / end stage dementia suite and earlier stage more mobile residents.
- Develop outside space so that easy access to a safe, sensory garden
- Interview existing staff to assess their interest, values and skills for working with people with dementia to ensure staff team for this floor is capable to deliver personalised care.
- New service manager and Training and Quality Manager to develop further training packages for the staff team.