Springfield Lodge Care Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question inadequate. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture that was focused on improving people’s experiences and creating a positive workplace culture. Staff and relatives described clear and positive changes since recent management changes were introduced.

Staff feedback reflected a more open and team-focused culture with improved morale.
People and relatives gave examples of leaders being more visible than previously, supporting a shared direction across the home. One relative told us, “I do know the manager even though she hasn’t been here that long.” Staff described the service as being “transformed” under the new manager, with improvements to the home environment and staff morale. One staff member told us, “Since our new manager started the home has been transformed.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders were visible and supportive, and staff described leadership that promoted respectful, person-centred care. Staff feedback described leaders as approachable and supportive, with an open-door culture and staff wellbeing prioritised.

People who used the service said management team listened and made time for them. One person told us, “I know all the managers, and they listen to you and also make time for you.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider encouraged staff to raise concerns and supported an open culture where issues could be discussed and addressed.

The provider displayed complaint procedures and made policies available to staff day and night.

Staff described clear procedures for raising concerns and said leaders listened and acted on feedback. Staff confirmed they knew how to whistle-blow and understood how to report poor practice. One staff member told us, “Yes, I am aware of the whistleblowing policy and understand how to report any concerns about poor practice.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had policies in place to address bullying and harassment, and staff consistently told us they felt able to speak up, treated fairly and valued. The staff team was made up of diverse communities and protected characteristics were included, such as diverse age groups and backgrounds.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this.

Clear, effective governance were in place. Audits were carried out regularly and highlighted issues. Action plans were in place to ensure the manager had effective oversight to make improvements and manage risk. Issues found during this inspection in relation to staff training and supervision had already been identified by internal audits and plans were already in place to further improve these areas.

Further improvements were planned to continue to improve the management of medicines including introducing an updated care planning system to ensure records were more person centred.

The provider made regular visits to the service and carried out audits that were responded to by the management team effectively. The manager submitted statutory notifications to us in a timely manner.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service worked with others to support people’s care, and there was evidence of communication with people and relatives. Referrals were made regularly to healthcare professionals, supporting partnership working to meet people’s needs.

The provider demonstrated effective communication routes for staff, residents and relatives, with provider-level oversight through regular visits to the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider showed learning from incidents and used action planning to support improvement. Accidents and incidents were reviewed and lessons learnt recorded.

The provider had improvement action plans underway, including a home improvement plan and a refurbishment plan. The provider and manager had recognised the significant improvements that were required following the last inspection. They had taken onboard feedback and implemented improvements to ensure people were receiving safe, good quality care.