Springfield Care Home

The following is CQC's published account of its assessment, published 7 October 2025. References to “we” mean CQC. It describes findings at that time.

Date of Inspection: 12 to 29 August 2025. Springfield Care Home is a residential care home providing personal care for up to 50 people. The service provides support to people with physical disabilities and people who were living with a dementia. At the time of our inspection there were 49 people using the service.

This inspection was conducted as Springfield Care Home has not been rated since the new provider took over in February 2024 and some concerns had been raised about the provider’s oversight of the service. A registered manager had remained in post following the change of ownership, and they maintained clear oversight of the service. They, and the management team closely monitored the service.

The management team worked with staff to encourage a shared vision, strategy and culture. The provider clearly valued the staff and promoted operating the service in extremely person-centred ways. The management team were very visible throughout the service and routinely worked with staff from each department, as this assisted them to keep abreast of developments in the service. The provider and registered manager ensured the quality assurance system they had in place was effective. They encouraged people to share their views and always looked to see what improvements could be made. The management team were constantly looking to see where there were gaps in practice and addressed them. Staff were passionate about delivering person-centred care and support. Staff discussed how collectively the management team had supported them to look at how best to deliver the care and support people wanted.

Staff knew how to provide safe care. Staff understood people's needs and how to manage any presenting risks. The registered manager ensured the assessments were completed in a timely manner and were accurate. They explored every avenue for gathering information to ensure they had a complete history for people. This was then clearly detailed in the care records and used to develop person-centred approaches for staff to use when working with people.

Staff had received training around a wide range of topics, including working with people who have a learning disability or autism (which is now mandatory training for all care services) and the Mental Capacity Act 2005 and associated code of practice. DoLS applications were appropriately submitted. We discussed the use of capacity assessments and ‘best interests’ decisions.

Staff treated people with dignity and kindness. Staff worked with people to ensure they could still take everyday risks. Staff had followed best practice around dementia care, which had led to individuals retaining their communication skills and social façade. The activities co-ordinators ensured people were supported to experience a wide range of activities and broaden their horizons. They ensured multiple opportunities from quizzes, exercise classes, pool competitions to beauty sessions were available each day and throughout the day.

Staff worked closely with people to ensure they had balanced and nutritious diets. Everyone was very complimentary about the meals and discussed how responsive the catering staff were to their requests. The catering staff were consistently looking at how to enhance the mealtimes and a dedicated team member checked people had eaten enough and enjoyed the meal.

Staff ensured medicines were safely managed. The provider ensured the building was well-maintained and staff followed required practices in relation to the use of equipment and infection control measures.