Sahara 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 Requires Improvement. At this assessment the rating has changed to Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

Achievements of both people using the service and staff were recognised and celebrated on a regular basis. The service made a point of acknowledging individual and collective successes, whether these were personal milestones, professional accomplishments or contributions to the wider community.

The provider also celebrated the diversity of the people and staff within the service. For example, events and activities were organised to mark and honour different religions and cultural backgrounds. This included recognising religious festivals, sharing traditional foods, and creating opportunities for everyone to learn about and appreciate each other’s customs and beliefs. Such initiatives helped to create an inclusive environment where differences were not only respected but actively embraced.

Policies and procedures were in place to promote effective communication in these key areas.

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.

Staff members expressed positive views regarding the management team. They highlighted the effectiveness of the open-door policy, that it encouraged them to voice concerns and share suggestions, all of which were addressed in a timely manner. One staff told us, “The management are always available to talk too. I knew I can ask for support and I will receive it”.

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

Staff members understood the organisation’s whistleblowing policy. They expressed confidence in reporting any concerns should the need arise. A staff member told us, “Anyone could whistle blow if you noticed anything wrong with [person] and work force. Whistleblowing is reporting unsafe or harmful practices at work to protect people when normal reporting has failed.” Another staff told us, “Whistleblowing means speaking up if something unsafe or wrong is happening, like abuse, neglect, poor practice or unsafe staffing. I can raise it to my manager/senior management/provider/HR, or externally to the Local Authority, CQC or the police if it is serious.”

Staff told us that they felt confident to raise any issues about the way care was provided within the service. This transparent environment motivated the team to express their concerns openly, knowing they would not face any negative consequences. One staff told us, “We work in an open and honest environment, where we can express our concerns without worrying of about any negative outcome.”

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.

Efforts were made to enhance both equality and equity among staff. This included implementing policies and practices that promoted equal opportunities for all staff members, as well as addressing barriers that may have previously hindered underrepresented or disadvantaged groups. By doing so, the provider aimed to create a workplace where everyone could thrive and contribute fully, recognising the unique value that diverse perspectives bring to the organisation.

Staff reported feeling valued, supported, and respected by the management team. Additionally, the organisation had a diverse staff team, representing a range of cultural backgrounds. A staff member told us, “The service is well‑managed moreover other staff is also very supportive.” Another staff commented, “Management is visible and supportive, with clear standards and a strong focus on quality, safety, and continuous improvement.” Another staff also said, “Management is open and helpful, and there are clear rules and a strong focus on quality, safety, and always getting better.”

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.

At our last inspection, we found robust systems were not in place to identify shortfalls and take prompt action. At this inspection, we found improvements had been made.

Family members expressed positive views about the provider, indicating satisfaction with the quality of care and services received. A relative said, "The home has [improved] since the new manager joined, the home is running a lot better.”

The provider carried out audits on a range of critical areas. This included medicines audits which were routinely conducted to ensure that medicines were stored, administered, and recorded in accordance with best practice and regulatory requirements. Regular checks on personal protective equipment (PPE) were also carried out, to ensure that staff had access to appropriate resources and were adhering to infection prevention protocols. Care planning audits ensured that individual care plans were accurate, up to date, and responsive to the evolving needs of people, while risk assessments were meticulously reviewed to identify and mitigate potential hazards within the environment.

Alongside scheduled audits, the provider carry out unannounced spot checks to ensure staff consistently followed procedures and training. This combined approach promoted continuous improvement, accountability, and compliance, while prioritising the safety, dignity, and wellbeing of those receiving care.

The provider understood their duty to work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider minimised barriers or delays for people accessing support. This was particularly important in complex or multi-agency environments, where people may require input from a range of services. Such as working with the psychology team, people’s GP's and occupational health.

The service shared information appropriately and promoted collaborative learning among its partners. By encouraging open dialogue and shared learning opportunities, it created an environment where people felt their voices were heard and respected. We saw documentation in place where the service communicated to agencies such as the local authority, and health professionals of action taken from learning from previous incidents.

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.

Staff at all levels were encouraged to think creatively, contribute ideas, and seek out opportunities for positive change. By promoting open dialogue and the sharing of best practices, the provider ensured that learning was embedded into daily routines and strategic planning. This commitment to ongoing development meant that the organisation remained responsive to peoples changing needs and their quality of life.

We saw that the service responded to incidents by implementing significant enhancements to their operations.

People and their relatives, staff were sent surveys to complete, which helped to improve the service.