Gallimore 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.At our last assessment we rated this key question good. At this assessment the rating has remained good.

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. The provider had a vision to deliver high-quality services that enhance peoples’ lives, empowers them to reach their full potential, and ensure their safety from harm. The registered manager followed the provider’s vision and ensured this was a shared vision with staff and they understood and supported this vision. A member of staff told us “We want people to be happy, well cared for and live a meaningful life.”

Management worked closely with individuals, their representatives, and staff to create a culture that empowers people to live fulfilling lives. The senior support worker explained that one person, who had long expressed a desire to attend college, had been supported to take part in a taster day at a local college, which they had thoroughly enjoyed. Staff spoke positively about the culture of the service and 1 member of staff said “I like working here, I’ve been here over 10 years and have built up relationships with people and staff. I’ve never had any problems working here.”

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 understood their responsibilities and felt supported by the provider. The registered manager told us, “I have great support from the operational manager.” Staff felt the managers were supportive and said the registered manager showed them appreciation. Comments from staff included, “I feel really supported by the registered manager and operations manager,”, “I’m treated very well here by management. I have learnt a lot since being here” and “I like how management communicate and treat us like one big family.” Relatives spoke highly about the registered manager. A relative said “The manager is very good, if there's any problemsor appointments, they always let me know."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us they had an open-door policy and encouraged staff to come to them with any concerns. Staff had the opportunity to regularly attend staff meetings or share information in their supervision. One member of staff said, “I would feel comfortable if I felt the need to share if something wasn’t right, I’d feel confident to speak up and know I would have support from the manager and Peabody.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality, equity and diversity for people who worked for them. Staff were employed from a range of cultural backgrounds and heritages. The registered manager and staff told us they held cultural celebrations and had recently celebrated Black History month with people and staff.

Staff were praised and we viewed an appreciation box where staff were encouraged to share positive feedback and appreciation for each other. Each team meeting included positive thoughts, which gave all staff the opportunity to share what was going well and gave managers opportunity to compliment the team. The provider had incentives in place and provided services to support staff wellbeing, a member of staff told us “We want to look after each other’s wellbeing, make sure were all ok and looking out for each other.

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.

The registered manager had governance processes in place to evidence quality assurance and management oversight. If concerns were identified they were actioned and rectified in a timely manner. The registered manager used this governance to identify areas for improvements, and shared areas for improvement with staff. The senior manager was visible in the service and supported the registered manager with monthly quality assurance audits such as medicines management, health and safety and infection control, aswell as carrying out their own quality assurances.

There was a system in place to manage accidents and incidents enabling the registered manager to review and learn from events that had occurred and identify possible themes or trends. This learning was usedto inform practice and drive continuous improvement.

The provider understood their duty to collaborate and work in partnership with other agencies, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. We spoke to visiting professionals during our visit and it was clear from feedback that partners experiences of working with the service was positive. One professional told us “I’m quite impressed by the service, they have good effective communication” another professional said, “Staff have really good communication with me and the patients. There’s always enough staff and I have someone come around with me and people are well cared for.”

Staff supported people to access the local community. During our visit, someone had returned from shopping in the local high street and staff were heard arranging to take people to see the local firework display.

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 and effective practice.

Systems and processes supported ongoing learning and development, including regular training sessions, team meetings, and supervision for both staff and managers. Team meeting minutes evidenced the involvement of staff.

The registered manager was working to improve the environment and we saw refurbishment that had taken place in one of the activities rooms. During the assessment we found the management and senior manager responsive to our feedback and proactive in their response.