Saxon Care Solutions (Royal Wootton Bassett)

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.

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’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.

A full assessment was completed before people started receiving care. The registered manager told us they visited people to assess needs wherever the person was. This meant at times people had their needs assessed when they were in hospital.

Staff could access assessments and all the information they needed on an electronic care planning system. This meant staff had the information required prior to completing care visits. Records demonstrated assessments had been reviewed.

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.

People had access to their care records and were involved in care reviews to make sure they were personalised. The registered manager was a trained nurse and kept up to date with national good practice. They shared their knowledge with the staff to make sure care delivery was in line with national guidelines, legislation and good practice.

If people needed support with eating and drinking staff were able to provide assistance. People’s needs were recorded, and visits were planned to make sure staff were available when people wanted to eat and drink. For some people, snacks and drinks were left with them to take when they preferred.

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.

People’s records demonstrated staff contacted relevant healthcare professionals in a timely way. The service had systems for staff to communicate with each other to make sure everyone was up to date with any changes.

People and relatives told us they were kept updated by staff and where needed healthcare professionals had been involved. Comments included, “Any concerns and the carers would inform me. We have had visits from the occupational therapist department” and “Carers will always inform me if they are worried about [person], it is all documented on their [systems].”

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.

People’s health conditions were recorded and staff worked with people to provide the care needed. If there were any gaps in knowledge guidance was sought from healthcare professionals such as GP’s or Occupational Therapists. Training was regularly reviewed and updated to make sure it provided staff with the knowledge on various health conditions.

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.

The registered manager shared examples of how the service had helped to improve outcomes for people. For example, for 1 person staff supported them to maintain their independence by visiting the surgery to see their GP. Staff knew people well and could identify quickly where people’s health deteriorated. This enabled staff to contact medical help quickly.

Office staff kept in regular contact with people and their relatives. This enabled the service to monitor people’s health and wellbeing and identify if any further support was needed.

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

The registered manager and staff demonstrated a clear understanding of their responsibility to support people to make their own decisions and choices about care and treatment. People had been informed about their rights in relation to consent and staff obtained consent prior to delivering care.

Staff had been provided with training on the Mental Capacity Act 2005 and were aware of the principles. One member of staff said, “Always assume capacity even if their decision does not make sense to you. It is their right and you have to respect it.” If anyone lacked capacity, an assessment was completed and decisions made with the relevant people in people’s best interest.

The registered manager also demonstrated they supported people to make decisions that others may deem to be unwise. They told us they monitored people’s care and support closely and had regular discussions with people about risks.