Archived: UKSAS - Headquarters

Updated 10 February 2017

The CQC last inspected the service in April 2013 when it was found to be compliant with the five outcomes inspected at that time.

We conducted an unannounced inspection of UKSAS Headquarters on 1 September 2016. This was a comprehensive inspection. We have not rated this service because we do not currently have a legal duty to rate this type of service or the regulated activities which it provides.

Updated 10 February 2017

UK Specialist Ambulance Services Limited (UKSAS) is an independent medical transport provider based in Rainham, Essex. The provider is registered at this location, with additional, separately registered sites in Fareham in Hampshire and Beaconsfield in Buckinghamshire. UKSAS provides emergency and urgent care services which are commissioned by NHS ambulance trusts and other organisations. Services are staffed by trained paramedics, ambulance technicians and emergency care assistants.

We carried out a comprehensive unannounced inspection on 1 September 2016. We do not currently have a legal duty to rate independent ambulance services but we highlight good practice and issues that service providers need to improve.

Our key findings were as follows:

• There was evidence of learning from incidents and changes to practice as a result. There were appropriate risk assessment systems in place to ensure crews had the capacity and competency to care for different types of patients.

• There was good completion of staff mandatory training.

• Staff adhered to relevant national and local guidelines and had access to appropriate evidence-based policies and guidance. Staff received appropriate training and practiced within the limits of their competency but did not receive regular appraisals.

• Infection prevention and control was mostly well managed. There were isolated incidents where hygiene processes could be improved.

• There were no direct reporting lines to safeguarding authorities for crew members to report safeguarding concerns.

• There was no evidence of a cohesive, managed process for ensuring clinical products were in date.

• The service did not routinely collect or monitor information on patient outcomes, such as the number of patients seen, response times or performance on clinical quality measures.

• Staff interactions with patients were respectful, friendly, kind and compassionate. Patients were kept informed of what was happening and where they were going. Staff checked patients’ wellbeing, in terms of physical pain and discomfort, and emotional wellbeing. However, staff did not have access to literature which they could share with patients to direct them towards other services or sources of help.

• There was no coordinated training for staff in dementia awareness, mental health or learning disabilities. This meant services delivered might not take account of some patient’ specific needs.

• The service did not have a robust system for handling, managing and monitoring complaints and learning from complaints was not shared with all staff to improve services.

• Senior managers understood their main priorities and risks. Staff told us managers were visible and approachable. However, governance arrangements were not sufficiently robust. The organisation did not have access to performance information to identify areas where performance could be improved.

There were areas of practice where the location needs to make improvements.

Action the provider MUST take to improve:

• Ensure there are robust systems to collect, assess and monitor performance data and information on patient outcomes to improve the quality and safety of the services provided.

• Ensure there are formalised lines of escalation for reporting safeguarding concerns and appoint an organisational lead for adult and child safeguarding to provide oversight of all safeguarding matters.

• Ensure there are robust internal governance and risk management systems in place which are understood by all staff.

• Fully implement the system for recording and monitoring the expiry date of clinical products across all vehicles and areas where clinical products are stored to ensure all clinical products are within date and safe for patient use.

• Ensure all staff are trained in duty of candour and are aware of their responsibilities.

• Ensure staff administer medicines in line with the Human Medicines Regulations 2012 and that lines of accountability in medicines management are clear.

• Ensure all staff are supported in their roles by effective appraisal systems.

Action the location SHOULD take to improve:

• Establish and operate effectively an accessible system for identifying, receiving, recording, handling and responding to complaints by patients. Any complaints received must be investigated, and necessary and proportionate action taken.

• Take steps to proactively engage and involve staff and patients to ensure adequate opportunities are available for individuals to share concerns, receive information and inform service development.

• All staff should have adequate training in mental health and learning disability awareness, which is updated at regular intervals to ensure they can meet the individual needs of all patients.

Professor Sir Mike Richards

Chief Inspector of Hospitals

Updated 10 February 2017

We have not rated this service because we do not currently have a legal duty to rate this type of service or the regulated activities which it provides.