Springhill 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.

This is the first assessment for this service. This key question has been rated 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 75 (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. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff and management promoted a positive, compassionate, listening culture. The deputy manager told us they began their shifts early to overlap with both night and day staff. This approach enabled them to say goodbye to night staff while welcoming the day staff, creating opportunities for direct communication with all staff members and allowing staff to raise any concerns with management.

One staff member told us, “I am really lucky to be here and, in a position, to care for residents. Managers give a lot of support.” A second staff member commented, “We have very high standards here, we just raise them all the time.” One person told us, “Plenty of information is available to me and the staff spend time explaining things to me.”

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.

About the management team, one staff member told us, “They just want to be the best help they can to us.” A second staff member commented, “We know if we ever need to chat or had a bad day, we can go and have a chat and calm down.”

People spoke positively about the leadership of the home. One person said, “Standards filter from above so the main management team must have good ideas on care etc.” A second person commented, “This home is very well organised without being too institutionalised.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a whistleblowing policy which staff had access to. Staff told us they knew how to make complaints and raise concerns. They could report concerns in 1 to 1 meetings and felt the registered manager had an open-door policy. They felt comfortable sharing any concerns with the registered manager who listened and acted on feedback.

The provider had formal processes to investigate concerns effectively and confidentially.

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.

There were appropriate policies to support workforce equality and diversity. Staff told us they felt valued and were confident the manager and provider promoted inclusion and equity.

The provider had clear responsibilities, roles and systems of accountability. 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 securely with others when appropriate.

There were a range of quality monitoring and auditing processes. However, some governance processes were not always effective in identifying some concerns we found. The management team took immediate action to review systems and introduced more robust processes to ensure responsive oversight of the service delivered.

One staff member told us, “Any safeguarding’s we have it’s about learning.” A second staff member told us, “We do our best to work out why something happened, we might be able to do something, so it doesn’t happen again.”

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.

Management and staff collaborated effectively with individuals, their relatives, health and social care professionals to ensure that people’s needs were appropriately met. One staff member commented, “We involve families to make sure we all work together.”

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 management team were committed to learning to improve the service provided to people. The service actively involved staff in developing the service and evaluating it. One staff member told us, “They [management] are always doing checks, which is fair enough we need to know what works and what doesn’t.”