Saxon Care Solutions (Royal Wootton Bassett)

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service since it registered on 8 July 2021. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and relatives said staff were kind, caring and respectful. Comments about the staff included, “The carers knock on the door and call their name before coming in, all very trustworthy”, “Staff are very kind, caring and patient, there is dignity and respect shown always to us both. They always ask consent before any personal care and are very considerate” and “Staff are very respectful when doing personal care, they listen to us. We also have a good relationship with the office staff.”

The registered manager told us they monitored how people were getting along with staff in various ways. Staff could talk about their care visits in their supervisions and share any concerns. Office staff carried out telephone reviews and checked with people if they were satisfied with their care workers. Any issues identified were listened to and resolved. Extra spot checks were organised when any issues were raised to enable the service to monitor communication and care delivery.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff had information on people’s life history which helped them understand people’s needs. People’s preferred names were recorded. All care visits were recorded in full so any member of staff would know exactly how people wanted their care provided. Overall people had care and support visits from familiar staff who had taken time to get to know them and their individual preferences.

Staff had sought information on people’s cultural and religious needs. This information was recorded in care plans with details on how people wanted these needs met.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People’s care records had information for staff on how to promote and maintain people’s independence. The ethos of the service was to encourage people to do as much as possible for themselves. If people were returning from hospital the service aimed to provide the support needed to regain any skills. For example, if people’s mobility had deteriorated in hospital, staff worked with healthcare professionals to help people do any exercises needed to regain mobility.

Staff supported some people with social activity as well as personal care. People had been supported to maintain relationships with relatives and access their local community.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Records demonstrated staff responded to people’s immediate needs in a timely way. Staff could contact office staff to seek advice or guidance or to request calls to family or healthcare professionals if needed. Office staff often kept family up to date with people’s needs and wellbeing.

Communication was good which enabled relatives to be involved with people’s care if appropriate.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff had a helpline they could call if they needed any support which was free and confidential. The registered manager knew who to contact if further professional guidance was needed, for example occupation health. Systems were effective in supporting staff to return to work following periods of absence. For example, a phased return back to work and regular supportive meetings. The registered manager was confident staff would share if they were struggling with anything. They said, “Staff do say when they struggle, we talk them through things. We use reflective practice. The office team have all worked in care, we know how hard it is.”