Updated 26 August 2026
Date of assessment: On the 29 July 2026 we carried out an assessment of medical care.
The rating of medical care has been combined with the ratings of the other services from the last inspections. See our previous reports to get a full picture of all the other services at Springfield Hospital.
The rating of Springfield Hospital has remained good.
Updated 9 April 2026
On the 29 July 2026 we carried out an assessment of medical care. Medical care included oncology services and endoscopy procedures. At this location endoscopy services were carried out within the surgical department.
This was a comprehensive assessment, carried out because the service’s previous rating was aged. The last inspection had been completed in January 2017. We inspected all quality statements under the safe, effective, caring, responsive and well led key questions.
During our assessment we spoke to staff, patients and families using the service. We observed how patients were being cared for and reviewed treatment records of patients.
Ramsay Health Care Springfield Hospital is an independent hospital located in Chelmsford, Essex. It primarily serves the communities of Essex, while also accepting patients from a wider geographical area through private medical insurance, self-pay arrangements and NHS contracts.
The service had enough staff to care for people and keep them safe. Staff received training in key skills and managed infection prevention and control risks effectively. They assessed patient risks and took appropriate action to minimise harm. Premises, facilities and equipment were clean, well maintained and suitable for their intended purpose. Medicines were stored and managed safely, and incidents were investigated promptly with a focus on learning, continuous improvement and the sharing of best practice.
Staff assessed people’s health needs and delivered effective care and treatment in line with national guidance and best practice. They monitored patients’ needs, managed pain relief effectively and worked collaboratively with multidisciplinary teams and external partners to ensure positive outcomes.
Staff treated people with compassion, kindness and respect, maintaining their privacy and dignity while recognising individual needs and preferences. They were responsive to patients’ needs and provided emotional support to reduce anxiety and distress. The hospital had systems in place to support staff wellbeing, promote safe working practices and provide professional support. Staff spoke positively about the leadership and the support they received from managers.
Updated 17 January 2019
Children and young people’s services were a small proportion of hospital activity. The main service was surgery. Where arrangements were the same, we have reported findings in the surgery section.
We rated this service as good because it was safe, effective, caring and responsive, and well led although nursing leadership required strengthening.
The hospital had addressed our previous concerns around the effectiveness and the well led aspect of the service. There were now comprehensive improvement and auditing plans in place which were well managed and had oversight from the senior management team, as well as the clinical governance and medical advisory committees.
Gillick competence was now well recorded as part of the paediatric day case pathway. There was an understanding of risk and risk assessment, and service risks were noted on the hospital’s risk register. The service was also well represented and received oversight at the Medical Advisory Committee.
Although the most recent staff survey results were poor, the hospital had responded and made changes to the senior leadership team which we felt had a positive impact when we inspected.
Updated 9 February 2021
We did not rate this service as part of this focused inspection.
Updated 18 January 2017
Outpatient and diagnostic imaging services were separate departments and led by two different managers. Between July 2015 and June 2016 there were 63,967 total outpatient attendances, of which 43% were NHS funded and 57% other funded.
The outpatient department was spread over the ground and first floor, and consisted of 21 consulting rooms, and four treatment rooms, which were used for minor procedures, phlebotomy and pre-admission. A range of outpatient specialities were available including trauma and orthopaedic (22%), general surgery (10%), urology (9%), and ears, nose and throat (8%). The diagnostic imaging department was located on the ground floor and provided x-ray, ultrasound scan (USS), computed tomography (CT) scan, Magnetic resonance imaging (MRI) and digital mammography services.
Updated 17 January 2019
Surgery was the main activity of the hospital. Where our findings on surgery also apply to other services, we do not repeat the information but cross-refer to the surgery section. Surgical services included a theatre department with six theatres, of which four had laminar airflow, six anaesthetic rooms and a six-bedded recovery area. There was also an inpatient ward consisting of 58 single bedrooms, three double bedrooms and a three-bedded close observation unit. From January 2018 to December 2018 there were 10637 inpatient and day case episodes of care recorded at the hospital; of these 60% (6419) were NHS-funded and 40% (4218) other funded.
We rated this service as good because it was safe, effective, caring, responsive and well led. The hospital had addressed all the concerns which we raised during our previous inspection (October 2016). Data provided by the hospital showed ward staff were 84% compliant with mandatory training and theatre staff were 86% compliant. Environmental cleanliness audits showed 94% compliance in theatres and 94% compliance in the ward area. Staff stored equipment appropriately in the clean utility rooms and the medical devices room. Theatre staff could easily access the difficult airway trolley and the latest difficult airway guidelines were also on the trolley for staff to refer to. Staff did not pre draw up drugs for use in theatre, control drugs (CD) cupboards were locked and the fluid store was tidy and organised. Medical advisory committee meetings (MAC) were now well attended and the hospital risk register had been improved to be more specific. However, The theatre audit schedule was not up to date due to a lack of a permanent theatre manager. Forty nine percent of theatre staff had not completed appraisals due to lack of a permanent theatre manager.