Sahara House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Relatives informed us that their family member received consistent and effective care and support from the staff team and that the registered manager had completed a pre-admission assessment before their [person] started to use the service. A relative told us “The manager involved me with the assessment that was completed, which I felt fully involved.”

Communication plans were completed to help ensure people had tools in place to help them communicate their choices and needs effectively. Staff were trained to use a range of methods and aids to support understanding and participation. This ensured that everyone, regardless of their abilities, could contribute meaningfully to discussions about their care.

Throughout the assessment and review process, the provider maintained a strong focus on person-centred care. People were encouraged to voice their opinions, set personal goals, and make informed choices about their support. By involving people directly in their care planning, the provider promoted autonomy, dignity, with the care and support people received.

The registered manager emphasised the importance of being proactive when evaluating new referrals. The registered manager stated, “Instead of waiting for problems to arise, we will seek out solutions from the very beginning. This method helps the individual person referred is provided with the appropriate support, addressing every aspect of their well-being.”

Staff stated that the registered manager held meetings with them before they started supporting new people. These meetings were designed to ensure that all staff members were clearly informed about each person's preferences, needs, and the specific support required. This proactive approach helped staff to deliver person-centred care that respected each person’s choices and promoted their well-being.

The registered manager emphasised the importance of being proactive when evaluating new referrals. The registered manager stated, “Instead of waiting for problems to arise, we will seek out solutions from the very beginning. This method helps the individual person referred is provided with the appropriate support, addressing every aspect of their well-being.”

Staff stated that the registered manager held meetings with them before they started supporting new people. These meetings were designed to ensure that all staff members were clearly informed about each person's preferences, needs, and the specific support required. This proactive approach helped staff to deliver person-centred care that respected each person’s choices.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

There was clear evidence that people’s wishes and preferences were consistently documented within their care plans. These records encompassed not only medical and support requirements but also captured details on how each person preferred to receive care. The documentation included personal preferences such as chosen waking times, favourite foods, hobbies and preferred social activities. This comprehensive approach ensured that staff could provide support tailored to each person, making their care experience more meaningful and person-centred.

During our visit, it was evident that staff had a good understanding of people’s needs. Throughout our observations, staff members responded promptly and appropriately whenever a request for assistance was made. This immediate and attentive approach contributed positively to the overall environment, ensuring that people felt supported and valued.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Relatives reported that staff demonstrated strong teamwork and maintained consistent engagement with both families and relevant professionals. Through regular care review meetings, an open and inclusive environment was adopted, allowing for open discussion and ensuring that all perspectives were listened to and respected.
A relative told us, “Staff are professional and they know there job well.” Another relative said, “They work well as a team.”

During our visit, we noted strong teamwork among staff members. Staff were seen engaging in open discussions about the tasks that required completion and consulting with people regarding their preferences for daily activities. In addition, we observed that daily notes and handover notes were being properly completed, indicating effective communication and information sharing between staff teams

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The registered manager informed us that the key focus was on enabling people to live healthier lives, both now and in the future. Staff provided information, encouragement, and practical assistance, helping people make informed lifestyle choices.

Based on our observations and feedback from staff and relatives, we found clear evidence that people received annual health appointments and appointments being arranged when they required them. This included a range of essential services, such as opticians' appointments, dental check-ups, and routine health assessments with GPs.

Staff told us how they worked with other professionals, which highlighted the importance of teamwork in delivering effective support to people. They also explained that regular communication and coordinated planning are essential to ensure consistency and continuity of care for those they support. A staff member told us, “Supporting [people] to maintain their health by encouraging a balanced diet, regular exercise, attending medical appointments, and promoting good hygiene is essential an important part of my job.” Another staff said, “We support [people] to attend appointments. I follow medical advice, and monitor their health and wellbeing, update health records and daily notesand make sure follow-ups appointment are done and any concerns I would pass this on to the manager or relevant health professionals.”

We observed that people had nutrition care plans in place, which provided staff with clear guidance on how to effectively support people in managing their nutritional needs.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff told us that they actively engaged with people and explained the various options available to them. This process helped to empower people to take control of their own care journey and not only helped builds trust but also supported people to feel valued and respected. One staff said, “We hold meetings with people, to review their care plans and if they would like to add or change any information or activity within the plan”.

Both feedback from people and our own observations demonstrated that staff were consistently caring and responsive to people's needs. One relative told us, “Staff engage well with me and with people they support.”

It was observed that people received routine care reviews, and their family members were also invited to attend these meetings.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The Mental Capacity Act 2005 (MCA) provides a legal framework for making decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take decisions, any made on their behalf must be in their best interests and as least restrictive as possible. We checked whether the service was working within the principles of the MCA, and whether any conditions on authorisations to deprive a person of their liberty had the appropriate legal authority and were being met.

At our last inspection, we found that the provider's systems to assess people's mental capacity and best interest decisions were not robust or effective to ensure people's rights were consistently upheld. At this inspection, we found improvements had been made.

The service demonstrated a robust commitment to working within the principles of the MCA. People were supported to make their own decisions wherever possible, and any decisions made on their behalf was carefully considered to be in their best interests and the least restrictive as possible. For example, we saw that people had MCA assessments and best interests and care plans in place, which held information regarding their mental capacity and whether they were able to give consent for each specific task being undertaken. This ensured that consent was appropriately sought and documented for all aspects of their care, in line with best practice and legal requirements.

We also saw that legal authorisations to deprive liberty was managed appropriately, with all conditions met and regularly reviewed.

All staff participated in regular training sessions designed to ensure that their knowledge and understanding of the MCA framework remained current and robust. These training programmes covered key aspects of the MCA, including principles of capacity assessment, supporting individuals to make their own decisions, and recognising when someone may require additional support or advocacy.