Santa Care

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 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The manager conducted assessments, reviewing people’s care, health, wellbeing and communication needs with them.

Risk assessments were updated to reflect individual needs, including things they like to eat, and the support people needed for their mental health. Care plans contained detailed information about people’s needs. They included people’s likes and dislikes, medical needs, support required with personal care, religious observances and support people need to get out and about.

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

Staff followed NICE [National Institute for Health and Care Excellence] guidelines for medicines management and infection control. Care plans included up-to-date risk assessments and dietary guidelines. People had their blood sugar levels checked daily if needed, to monitor for high or low levels.

Staff worked closely together to make sure people received care that was consistent and well-coordinated. At shift changes, important updates about people and their support were shared so everyone was aware of people’s immediate needs. For example, when someone’s health changed or they needed extra support, the team made sure everyone was aware and ready to help.

The manager arranged meetings with external professionals, like social workers and healthcare specialists, to ensure each person’s care plan was up to date and addressed their needs. Staff were also trained to spot signs of any health changes early, ensuring that any concerns were addressed quickly.

The approach meant that everyone involved in a person’s care, whether staff or external professionals, worked together to provide support that made people feel safe and heard.

Staff promoted health and wellbeing to support people’s independence, choice and control. People were encouraged to live healthier lives in a way that suited them, with support tailored to their individual needs and preferences.

Staff worked with people to plan meals, and considered cultural preferences, health conditions, and personal choices. Some people needed support to reduce their consumption of sugary snacks as they felt unable to do so without assistance. Following our assessment, the manager has since reviewed this arrangement to ensure it does not feel restrictive or institutional, and confirmed that consent was sought. Staff aimed to support people’s health needs while maintaining as much choice and dignity as possible.

Staff encouraged physical movement such as walks, light exercise and other wellness-focused hobbies.

The manager and staff routinely monitored people’s care to continuously improve it. Staff ensured that outcomes were positive and consistent, and that they met the expectations of people themselves.

Staff supported people to do as much for themselves as possible and recognised when small achievements made a big difference. People were encouraged to maintain independence in areas such as personal care, choosing clothes, and managing aspects of their routines. For example, one person continued to wash their own hair and shower independently, which supported their dignity and confidence. Another person made active choices about what they wore each day.

Staff paid attention to how people responded to their environment and support. When a person smiled and signed “book” while the library was discussed, staff recognised this as a positive response and used it to help shape meaningful activity planning. Another person showed enjoyment by singing favourite songs and sharing sensory objects, which staff noted and incorporated into their routines to maintain emotional wellbeing.

Care records included details on how staff supported people to achieve good outcomes over time. Risk assessments were updated when needed to support safety without limiting independence.

At the time of assessment, we found that general consent forms had been signed by people living in the home. However, in some cases, it was not clear if individuals had the capacity to fully understand or make informed decisions about specific aspects of their care.

There was a minor documentation issue where a person’s preferred name, different from their legal name, was used inconsistently across records. While this reflected a person-centred approach, it created a potential risk for miscommunication across formal healthcare services. The service promptly updated records to clearly reflect both names, ensuring safe, consistent care while respecting the individual’s identity.

At the time of the assessment, formal mental capacity assessments were not yet on file. Following feedback, the manager arranged Mental Capacity Act (MCA) training for staff, after which appropriate assessments were completed and added to individual care records. This helped ensure decisions were made in line with the law and people's rights were upheld

The manager stated, "We want to make sure we follow the law properly on consent and best interests."