Springfield 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 under the new provider. 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.

There was a service improvement plan in place to track developments and ensure the required measures were taken to maintain the service to a high quality, safe standard. The provider, registered manager and staff team all had responsibility for ensuring these actions were completed. The provider had a clear business plan in place, with the provider representatives visiting regularly to carry out their own walk rounds and audits from these.

The registered manager showed a drive to improve the service and a passion to ensure the culture within the service was positive. Staff felt supported and able to share their views on the shaping of the service.

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.

The registered manager showed skill and enthusiasm for improving the service. They brought a wealth of experience from previous roles and used their knowledge to drive this forward. They were open and transparent about the challenges they faced, whilst expressing confidence in being able to achieve these. The registered manager explained, “I feel personally responsible for everyone, and I want them all to have the very best days/lives.”

Relatives we spoke with were highly complimentary about the registered manager, and the improved culture they had created. One relative told us, “The current manager is approachable and friendly and I welcome the new culture and service improvements.”

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

Staff now felt able to raise concerns and give feedback and feel they had been listened to. The service had a robust freedom to speak up policy and procedure in place. Staff told us they felt confident in speaking up if needed.

The complaints process was clear and was displayed in the main entrance. The registered manager operated an open-door policy. People and their relatives told us they found the management team to be available and visible. One relative told us, “I have a very positive message for the manager: they are doing a good job. I’ve attended 2 of the family feedback meetings and I feel the home is listening. This is now an open and responsive provider.”

We saw the registered manager had reviewed and analysed themes and trends of the complaints or concerns received. The registered manager could demonstrate how they would prevent similar issues from happening again, as they learned lessons from previous outcomes.

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 registered manager celebrated and championed their diverse workforce. The provider employed staff from the local area as well as from overseas. The staff team were from varied backgrounds and cultures, and this was reflected in the skills and experience they brought to their roles.

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 securely with others when appropriate.

Quality management systems at Springfield Care Home had improved under the new registered manager and were effective. We were assured the provider was fully committed to making improvements at the service. We found the registered manager to be open and transparent, and information was shared promptly and securely with others when appropriate.

Information was used by the registered manager to effectively monitor and improve the quality of care. For example, accident analysis records showed a breakdown of time of day, location, why the incident occurred, and any actions taken. There was detailed information recorded on any lessons learned. The safeguarding log showed evidence of analysis, lessons being learned and of these being shared promptly with the staff team. This information included any contributing factors and actions taken.

The registered manager held regular staff meetings, following which, required actions were detailed and allocated amongst the team. The registered manager ensured these actions were incorporated into the overall service improvement plan.

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 registered manager and staff team understood the importance of effective partnership working. One visiting health practitioner told us, “The staff are helpful, I have no concerns about the building now, and staff always support my visits.”

Feedback from relatives indicated a notable shift in their experience over time, with a more positive view now expressed regarding the current leadership and the impact to date. A key change was the appointment of a new registered manager in September 2025, who was fully committed to working in partnership with people, relatives, community stakeholders and commissioners.’

The registered manager explained their plan to fully embed their systems and processes, to be a highly responsive service for people.

A relative gave positive feedback about the improved staff culture, they told us, “The new leadership has my full confidence. They know what they’re doing. There are things that are not yet complete, but I believe they will be achieved.”

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 registered manager explained how one of their priorities had been to systematically review the training status of all existing staff, and to source required learning where this was needed. They had a planned recruitment strategy in place, in line with the proposed service provision.

Staff we spoke with explained how the new management had improved their skills and opportunities for progression. Two staff members we spoke with who were trained to National Vocational Qualification, level 3 explained how the registered manager was supporting them to access higher level training.