Santa Care

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 as 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a clear and shared sense of purpose. Staff and managers all understood the importance of treating people fairly, with kindness and respect. Everyone worked together to give people the best possible care.

Staff said they knew what the service stood for and what was expected of them. They described values like treating people with dignity, supporting independence, and making sure everyone felt safe and included.

Management set a positive tone and led by example. They encouraged open communication and made sure staff felt supported. Regular team meetings and one-to-one supervisions helped staff stay focused on the right priorities and learn from any feedback.

There was a clear focus on learning and improving the service. Although the assessment found some areas that needed work, the manager responded quickly and made changes straight away. This showed they were open to feedback and committed to making things better. Management had a good understanding of the challenges within the service and put systems in place to keep things under review and make sure any issues were dealt with.

People using the service were involved in decisions about their care. The service also made sure people from all backgrounds felt welcomed and respected. Staff were trained to understand people’s rights and how to meet different needs.
The service had a positive, open, and respectful culture, where people mattered, and their voices were heard.
 

The management team promoted the service’s values by leading with kindness, honesty, and openness. They were visible, approachable, and actively involved in the day-to-day running of the home. Staff said they felt supported, listened to, and confident to raise any concerns. One team member described the leadership as “supportive… the manager is always available; it feels like a home.”

Staff were clear about who to go to for guidance and felt the manager led by example. They told us the manager responded quickly when issues were raised and made sure actions were followed through. This helped create a positive, person-centred culture where people living in the home came first.

Leaders were committed to continuous learning, both for themselves and their team. The manager accessed relevant guidance and support to stay up to date and made sure this was shared with staff. Induction and ongoing training were in place for both new and experienced staff, helping to build strong and consistent leadership throughout the home.

However, while leaders promptly addressed the shortfalls we identified at this assessment after we pointed these out, they have not used their quality assurance and oversight systems effectively or been attentive enough to identify areas for improvement and to ensure all aspects of the service were as safe as possible.
 

The management fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt encouraged to raise concerns without fear of repercussions.

A clear reporting structure was in place for staff to voice concerns about safety or care quality. The manager addressed issues promptly, such as updating risk assessments following staff feedback. Team meetings included discussions on learning from mistakes and improving practice. Staff were encouraged to participate in decision-making, ensuring a collaborative work environment.

A staff member said, "The manager is always available on the phone," which helped them feel confident speaking up about concerns or suggestions. This open-door approach supported a culture where staff felt heard and safe to raise issues without fear.

Management valued diversity and took active steps to create a fair and inclusive culture for staff. Staff told us they felt respected and that everyone was treated equally, regardless of their background. One team member said, “the staff team work well together.”

The manager encouraged open conversations about fairness and inclusion, and this was a regular topic in team meetings and supervisions. Staff were confident to raise concerns and felt that these would be taken seriously. Leaders were visible, approachable, and took a zero-tolerance approach to discrimination or unfair treatment.

Training in equality, diversity, and inclusion was mandatory for all staff, with regular refreshers to help reinforce understanding of different needs and backgrounds. Staff were also aware of their rights and responsibilities under the Equality Act, including how to recognise and report discrimination or bullying.

The service had recently strengthened recruitment practices, including more consistent reference checks, to ensure fair and transparent hiring decisions. Staff said that flexible working arrangements were supported where possible, and adjustments had been made to help individuals balance their roles with personal circumstances.

Leaders regularly reviewed their policies and practices to ensure fairness and equity, and records showed that the team continued to learn and improve. This helped to build a workplace where staff felt safe, included, and able to grow in their roles.
 

Before this assessment, the service had some issues with how clearly staff roles were set out and how checks were done to make sure care was consistent and safe. Some problems should have been noticed earlier through regular checks. After this assessment, the manager acted quickly to make improvements.

They made staff roles and responsibilities clearer and improved how certain tasks were done, for example, making sure cleaning products were stored safely and that there were clear instructions for using “as needed” medicines. This showed good leadership and a willingness to improve.

Staff were encouraged to take part in making things better. The manager created an open and supportive atmosphere where staff felt comfortable speaking up and working together. Regular team meetings and handovers helped everyone stay up to date and respond to people’s changing needs. For example, if someone’s health changed, staff adjusted their care and got advice from health professionals when needed.

The service also improved how it checked the quality of care. Feedback from people and professionals was used to make practical changes. A social worker said, “Communication and interaction with the manager and the information sought about the client and their support to complete a review of their care package was excellent.”

While better day-to-day checks could have spotted the problems sooner, the actions taken afterwards showed the manager was committed to learning from mistakes and making the service stronger.

The home worked closely with health and social care professionals to make sure people got the right support when they needed it. Staff shared information with outside teams so people could access support such as mental health services, advocacy, or medical care without delays.

When someone’s needs changed, staff spoke with professionals to update their support and make sure it still worked for them. This helped people feel heard and supported in a way that fit their lives.

Staff took part in meetings with other professionals to make sure everyone involved in a person’s care was working towards the same goals. These partnerships helped make sure support was consistent, well-timed, and focused on what mattered to the person.

The home promoted a culture where staff learned from experience and worked together to make everyday care better for the people they supported. When concerns were raised, the team took them seriously and made changes to improve how things were done.

Training was updated to reflect what staff needed in practice, including Mental Capacity Act sessions that helped the team feel more confident making decisions in line with people’s rights. A new digital system was also brought in to help staff record notes more easily and reduce mistakes.

Staff said they were supported to reflect on what was working and what could be better. One told us, "We all work together to make sure things run smoothly and improve where needed."