Saxon Care Solutions (Royal Wootton Bassett)

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

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 needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Care provided was person-centred and individualised to people’s needs, wishes and preferences. Staff had the guidance needed to know how to deliver personalised care as care plans had good details.

Daily notes recorded staff were interacting with people whilst delivering care and making sure their needs were met.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The registered manager and office staff had a good understanding of the local area and potential challenges people faced. They had good links with a wide range of healthcare professionals and were flexible when working with other providers. This helped make sure people had the care and support they needed in a timely way.

The service had also taken on new packages from other providers. The registered manager told us when this happened staff tried to shadow staff from other organisations to see how care was delivered. They said, “We make sure there is a lap over time for the transition to make it more seamless.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication needs were identified and recorded in their care records. The service was meeting the requirements of the Accessible Information Standard (AIS). The AIS makes sure people get information in ways they can understand.

Information could be adapted to suit people’s needs, and the registered manager was aware of current technology to support people with sight and hearing.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider had a complaints process which was shared with people and relatives. Whilst the service had not received any formal complaints the registered manager told us they were always open to receiving any feedback about the service from people.

People said if they had complaints, they would feel able to raise them and they knew how to do this.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People said they had their visits when they needed them and from staff who they trusted. There was an on-call system which was accessible to people, relatives and staff. There was a dedicated on-call team who only worked weekends which provided a consistency for people and staff. This enabled people to get advice and guidance outside of office hours if needed.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The registered manager had a good understanding of people who may experience inequality. Staff were provided with training on equality, diversity and human rights and management carried out regular spot checks to make sure people were happy with the care they received. If staff needed more personalised training to help them understand people’s specific needs and circumstances this was provided. Management tried to help staff understand challenges some people faced in their daily lives.

Leaders were aware of people’s behaviour that might intimidate staff or be a potential barrier to care delivery. Extra time was given to staff to provide support and have opportunity for de-briefs. The registered manager said they had open conversations with people, relatives and staff to make sure there was understanding from everyone involved.

People said their visits were overall on time and there had been no missed visits. People appreciated being able to contact the service out of hours if needed. Comments from people included, “I can contact the agency at any time, even out of hours. If a carer is later than the rota says I give them a quick ring, they do now keep us informed, and they are not late very often” and “I have the number for the agency, communication is good, always friendly. The carers visiting are on a rota so I know every Monday who will be visiting, they let me know if running late, and no missed visits.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

At the time of this assessment nobody was receiving end of life care. However, the registered manager was aware of who was approaching end of life and had taken steps to make sure their needs were fully assessed. People had been encouraged to record their wishes for future planning and identify who they wanted involved.

There were good links with local professionals who could support people at home, for example, local hospice at home services. Staff were provided with end-of-life training which was refreshed when needed. The registered manager said, “If people are assessed as being end of life, we update the staff and go through expectations.”