Galanos House

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.

At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The registered manager had recently written in the Galanos House newsletter: “We are a community of empowerment, shoulders to cry on, drinkers of soothing cups of tea, advocates for those without a strong voice and promoters of self.” This ethos was clearly reflected during our inspection. The responses of managers, staff, people, relatives and volunteers demonstrated a very positive culture of shared ownership and investment in the service provided at Galanos House.

Relatives told us the lives of their family members had been enriched and improved by the care, consideration, kindness and inclusivity of the service. They had many examples of where staff had ‘gone above and beyond’, to ensure their family members had a good day. One relative told us, “I just think they make people happy and do their utmost to make them feel part of the community.” Another relative commented, “The best thing is the uplifting nature and the cheerfulness of the staff. When you walk through the door you get a warm welcome, that’s what strikes me as amazing.”

Healthcare professionals told us how the culture within the home supported positive working relationships which achieved high standards of care. One healthcare professional told us, “They have a clear culture within the care home, and this supports a consistent delivery of care. I am grateful for the excellent working relationship we have developed together and feel confident that residents are being well cared for.” Another healthcare professional told us, “This care home really embodies resident centred care and will go to great lengths to ensure people feel comfortable, informed and loved.”

Staff were actively engaged in developing the vision for Galanos House. Every year, each department submitted their suggestions for the vision for the coming year. The registered manager incorporated all the suggestions into an overall vision and explained, “Staff have ownership of it because it is their vision.”

Staff described how working in accordance with the vision of Galanos House was personally fulfilling and ensured people received effective and responsive care. Comments included: “It is the satisfaction you have helped people to the best of your ability”, “We are here to enhance people’s lives for however long they are with us. You only have to walk down the corridors to hear the joy. Sometimes you don’t feel like a member of staff with the relatives, you feel like family. It is a very special place" and “It is just that sense of achievement that you can help people. At the end of the day to see someone smiling is lovely.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

There was a strong management team with clear roles and responsibilities. The registered manager and deputy manager had both worked at the service for over 20 years and had developed a relationship of trust and shared objectives. The registered manager and deputy manager were supported by the nursing and residential home manager and a quality manager. The management team all had clinical qualifications and demonstrated a clear understanding of leadership and good governance processes. They were very motivated to improve and develop healthcare provision both inside Galanos House and in the wider community. One healthcare professional told us, “The management team at Galanos House are amazing and have utmost care and dedication towards patients, their families and staff.”

Staff told us managers were visible and supported them to provide high standards of care. One staff member told us, “Everyone puts their heart and soul into this place and that starts from [name of registered manager].” Another staff member told us, “I know the [registered] manager well, she’s been here a long time. If you need to go and see her about something, her door is always open.” A third staff member told us, “When they say the Galanos family, we are there for each other. Even with [name of deputy manager], I have been in there with personal stuff, and she has listened.”

People and relatives knew who the managers were and expressed confidence in their management of the home. One person told us, “If I wasn’t happy, I would talk to someone, probably [registered manager]. We see her every day, sometimes she doesn’t go home till late, 7 or 8 o clock.” When we asked another person about the management of the home they commented, “Water runs down, it starts from the top. The manager is brilliant. She works hard and has a great team.”

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

The provider had processes to support staff to speak up in the form of team and 1 to 1 supervision meetings. Leaders were available to staff and described their doors as being ‘open’.

Most staff told us they felt confident to raise concerns and make suggestions about the service. One staff member told us, “We are encouraged to speak up and share ideas. Each one of us has different sets of skills and they are all valued. We all work well together.” Another staff member told us they felt happy to speak up and commented, “They are very good, they do listen to me.” A third member of staff told us, “If I go to management, it is a serious health and safety issue or a welfare issue. They do listen and they do act, and they support with whatever they can.”

The service was going through a period of change with a review of staffing structures at the time of our inspection which was causing anxiety to some staff. The registered manager assured us they would continue to support staff to share any concerns about the process during team and individual meetings.

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.

Staff told us the provider listened to their needs and introduced reasonable adjustments to help them perform their role effectively and reduce any disadvantages. One member of staff told us of a phased return to work after a period of illness and another staff member described changes to their rota to support their caring responsibilities outside work.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

People received care from a provider who continually monitored and exceeded standards and looked at how improvements in service delivery could be made. There was a robust quality focused governance framework to ensure the service operated within the standards expected by the provider and met regulatory and legislative requirements.

Audits and checks were firmly embedded into the running of the service and focused on improving standards and outcomes for people. Monthly clinical governance meetings identified risks, and a risk register was maintained which recommended mitigation strategies and identified who was responsible for managing the risk. An internal quality improvement plan was used to address concerns and ensure high standards of care were delivered. The plan was reviewed weekly by the provider’s quality manager to ensure actions were addressed and momentum for improvement maintained.

The provider welcomed checks and quality audits from other organisations as assurance to the effectiveness of their own governance processes.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Managers were proactive in developing relationships with others to ensure positive outcomes for people. This included partnerships with people themselves, relatives, external healthcare professionals and community organisations. One healthcare professional told us, “We have a brilliant working relationship which is supported by our shared values of delivering high quality and compassionate care.” Another healthcare professional commented, “We have such a good relationship with Galanos House. They are always open and willing to engage.” A third healthcare professional commented, “The key to the great relationship and putting our patients first is communication and I am glad that Galanos House has followed my advice so that we can provide our service to the highest level.”

People were empowered to be involved in working in partnership with the management team to support decision making that directly impacted on their lives. From participating in staff interview panels and developing their own quality audits to planning and organising events and activities in the home. This was reflected in a recent newsletter where the registered manager had recorded: “The people that live at Galanos House are the heart of this community, they set the tone, make the decisions and have the loudest voice.”

The registered manager and deputy manager had links and positions within other organisations to promote learning and improve care pathways and integration of care within the community. This included dementia groups, day centres, the local registered managers and deputy managers forums, training and development organisations and the patient participation group at the local GP surgery. The registered manager explained, “Active partnership working is a positive acknowledgement of the role care homes play in the wider health and social care systems locally.”

Managers also worked with other external organisations to enhance the lives of people living in the home and to promote understanding of the service in the local community. This included inviting schools, colleges and playgroups into the home and offering facilities for community events. The deputy manager explained, “We have to breakdown that stereotype of what a care home is, it is just another home in the community.”

The benefits of effective partnership working to ensure positive outcomes for people are reflected throughout the quality statements in our report.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 and the rest of the management and staff team continued to work in collaboration with other organisations to improve standards in care provision in both the home and the wider healthcare community. For example, they had been involved in a research project facilitated by a London university looking at what was important for social connection for those living in a care home. As a result of the study, people moving into Galanos House were now ‘buddied up’ with someone already living there who shared similar interests.

The management team had been involved in a project looking at reducing the social and environmental impact of medicine waste in care homes. This had been a collaborative project with the local GP surgery and pharmacists. One healthcare professional involved in the project told us, “Our outcomes resulted in significant sustainable changes which will be shared nationally to help other care homes with waste issues.” The registered manager had also worked in partnership with other health and social care professionals to produce guidance on non-pharmacological approaches to distressed behaviours in care settings. This was to be shared with other providers and staff in all healthcare settings to support best practice in dementia care.

The provider was very supportive of projects being carried out by universities and other organisations to improve care provision and enhance people’s lives. Projects they had contributed to included dignity in death, alcohol use in care homes, the benefits of virtual reality in care settings and treating malnutrition. One organisation had recorded their thanks for the home’s contribution to their project and commented, “From the initial coordination to the interactions during our visit, your team consistently demonstrated a high level of dedication, warmth, and expertise.”

People were involved in establishing and contributing to learning and innovation within the home. For example, people were active contributors to sustainability and waste reduction through the Guardians of Grub project. By giving daily feedback on their meals to ensure menus were tailored to likes and preferences, food waste had been reduced. The deputy manager told us how participation in research benefited people because they had an active role in improving service delivery.

The provider offered training opportunities and work experience for doctors, nurses, university and school age students. This enhanced learning within the home and provided real life experience to promote career choices in social care. The deputy manager commented, “We want to showcase social care in a positive light, so students choose it as a career.”

Learning from concerns and upskilling staff was a key contributor to service improvement. Learning from adverse incidents in the home or gaps in knowledge were immediately reflected on and training facilitated to promote safe care practices. There was a career pathway for staff, who had been supported to complete their apprenticeships, management qualifications and specialist training.

One healthcare professional commented on the proactive approach to learning within the service. They told us, “During our weekly catchups, staff actively discuss emerging medication trends, ensuring alignment with best practice, for example, with recent asthma and diabetes management changes. When they need to upskill, they will often approach me for information.”

There were robust processes to share learning and good practice with other nursing and care homes within the provider group and the local community. For example, Galanos House was accredited for the Veteran Friendly Framework (VFF.) The VFF is an initiative to improve social connection and deliver improved health and wellbeing outcomes for veterans living in care homes. The registered manager shared their learning and experiences by supporting 5 other local care homes to achieve VFF accreditation.