Springfield Lodge

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. There was no manager registered with CQC. The provider was leading and managing the service, introducing new processes and driving improvements. Improvements had been made. People could be assured that governance systems were designed, used and monitored to improve the service provided. Any lessons learned were identified and shared with staff. Staff were supported by the management team and communicated changes and good practice to them to support positive outcomes for people. There was an open culture and team working was evident.

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.

We observed staff and management promoted a positive culture, with people enjoying their company, and seeking to spend time with them. Staff understood equality and human rights, and this was reflected in our observations. One person told us, “[Provider] she has sorted a lot of things out since she came here.” The provider told us they had increased their presence in the home. This was as part of the operational management team to drive improvement, promote a positive culture and ensure compliance with health and social care and health and safety regulations.

When incidents had occurred, the provider had taken action to address the concerns. This included working in partnership with the local authority to review the service and drive improvement.

Feedback indicated the provider was visible within the home and had the skills and knowledge required for their role. Comments from people included, “They [staff] are friends looking after us.” And, “[Provider] is always cheerful and smiling. If I had any complaints, I would tell her, and she would sort them out for me.” Staff spoke positively of working at the home and the support they received from management. One staff member said, “It’s a lovely home, it’s nice here. Everyone gets on here, and that makes a difference.”

The provider maintained a high level of visibility within the home, which gave them a high level of knowledge on the service, people, and staff issues. We observed the management team model behaviours that valued people and promoted a positive culture within the home.

Staff told us the management team were visible within the home and were confident they would listen to any concerns they raised. A staff member explained they were able to speak with the provider and the owner should they have any concerns.

Staff told us that management had driven improvement within the home and with their personal development. We observed and took part in open and transparent conversations which promoted their integrity. The provider had policies to support staff to speak up, raise concerns, drive improvement and keep people safe. Policies were accessible to staff and conversations with staff showed they were aware of them and how to access them. Information on how to speak up was advertised within communal areas of the home.

Staff told us they were valued by the provider they worked together as a team and enjoyed working at the service.

Policies and procedures were in place to support staff to carry out their roles to the best of their ability. Staff retention was high, and this was reflected in the positive approach of staffing carrying out their role. The provider had tailored working arrangements to enhance staff wellbeing.

The provider worked with partners in care to ensure continuity of care was embedded to keep people safe. They had had regular consultations with health professionals which had built positive relationships with people. Staff told us the provider was knowledgeable and worked effectively with all the staff.

The provider had taken responsibility for driving improvement within the home. They had introduced new systems for the governance, management and accountability. However, issues identified during this assessment had not been identified during internal reviews. One person told us, “[Provider] has sorted a lot of things out since she came.” Staff understood their roles and responsibilities, which were reviewed regularly with the provider.

People were supported by staff and management team to access key organisations for support with their care and social activities.

People were supported to access additional health and social care through close working partnerships with external stakeholders. This ranged from district nurses, pubs and local businesses to visiting entertainers.

Health and social care professionals told us they had no concerns with the service provided.

Management engaged with people, communities and partners to share learning with each other that results in continuous improvements to the service. Staff maintained accurate records of the care people received and, where necessary, monitored people’s weight and/or food and fluid intake. Staff also regularly assessed any risks people faced in areas including skin integrity and nutrition. This information enabled healthcare professionals to assess and review people’s needs and recommend any changes needed to the care people received.

Staff completed ongoing training to support them in their role and ensure a consistent approach to care and support. Staff had supervision meetings to discuss any learning needs, and daily handover meetings helped to ensure any important information about people was shared and acted upon as required.

The provider had a good understanding of how to make improvement happen. They had oversight and had short term and long term action plans to drive improvement, promote staff wellbeing and enhance people’s quality of life.