North West Medical Solutions Ltd

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

This is the first assessment for this service. This key question has been rated good. Patients were safe and protected from avoidable harm.

Patient areas, including the ambulances, were clean, well equipped, well maintained and suitable for use. However, we found some out‑of‑date consumable items on both ambulances. These included a face mask and a neonatal mask.

We looked for evidence that safety was a priority for everyone, and that leaders promoted a culture of openness and working together.

Leaders had systems for identifying and responding to safety risks. The service had safety processes for the preparation of vehicles, equipment and for the patient journey between locations. Oxygen was managed safely. Patients were safe from neglect, abuse and discrimination. Patient’s gave informed consent prior to any physical support required of staff. Where they were unable to consent, those close to them were involved in decisions made in their best interests.

We have not awarded this service a score for Safe.

Find out about when we will not publish a key question score and what we look at when we assess Safe.

The service had a proactive and positive culture of safety, based on openness and honesty. Staff and leaders listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. Learning was shared with staff.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed safety.

Staff knew what incidents to report and how to report these. Staff followed the services incident reporting policy and standard operating procedure (SOP).

We looked at reported incidents They raised concerns and reported incidents on an electronic incident reporting system. The reports showed prompt action had been taken and meetings were held in response to incidents and included considerations for staff welfare.

The service worked with patients and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. Staff made sure there was continuity of care, including when responsibility for patient care moved between different areas of a service and between providers.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed safe systems.

Patient transfers between locations were carried out safely. Safety and continuity of care were a priority throughout each patient’s journey. Patients were assessed before transport to make sure they were suitable for the available vehicles and resources. The service had a risk assessment for these which reduced risks by identifying any additional needs, such as mobility aids or specialist equipment. Experienced staff with the right driving skills and clinical knowledge accompanied patients, using appropriate equipment throughout the journey.

The service worked with patients and healthcare partners where required, to understand how best to keep people safe, what it meant for individuals and the best way to achieve that. Staff concentrated on protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The service shared concerns quickly and appropriately.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed safeguarding.

NWMS recognised that many staff had already completed safeguarding training for both children and adults at risk through their primary employer or other accredited providers.

The service had an established process for Accreditation of Prior Learning (APL), which enabled existing qualifications to be recognised where appropriate. Evidence of prior training was reviewed to ensure it met current national safeguarding standards and best‑practice guidance. Copies of relevant certificates were retained within individual personnel files, and staff were responsible for providing these documents to the service.

The NHS safeguarding app was available on every NWMS tablet stored on each vehicle. This provided staff with immediate access to up‑to‑date safeguarding guidance and enabled them to identify the local safeguarding team based on the area in which they were working. The app included relevant contact details for local authorities and safeguarding partners, this allowed staff to access advice quickly and generate referrals when concerns were identified.

The service worked with patients to understand and manage risks by thinking holistically. Staff provided care to meet patient’s needs which was safe, supportive and enabled patient to do the things that mattered to them.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service involved patients to manage risk 

Patients' needs were met in ways which were safe and supportive and enabled them to do the things that mattered to them. This included for example, getting to appointments on time, attending day care services. Discharge and on-going return journeys were organised safely. Patients knew what to expect and when they would be next collected by staff.

Patients we spoke with told us they felt safe with staff and during transportation.

The service used transfer report forms (TRFs), which were initially completed by office staff over the phone to understand the requirements of the patient. They gained as much information as possible to risk assess patients.

Staff we spoke with said they could access advice and support from senior leaders in a prompt manner, in cases where unexpected risks were identified. The service did not transport any high-risk patients.

The service detected and controlled potential risks in the care environment. Leaders and staff took steps to make sure equipment, facilities and technology supported the delivery of safe care. Where they were unable to do so, they mitigated the risks.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed the design, maintenance and use of facilities, premises and equipment to keep people safe.

The service made sure there were adequate numbers of qualified, skilled and experienced staff, who received effective support, supervision and development. Staff worked together well to provide safe care, which met patient’s individual needs.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service had enough staff with the right qualifications, skills, training and experience to keep patients safe from avoidable harm and to provide the right care and support.

Leaders reviewed staffing levels regularly and adjusted these in line with demand and assessed risk. The service employed 41 staff members who were approved to undertake patient transport work. Staff were appropriately qualified for their roles, with qualifications ranging from First Response Emergency Care (FREC) Levels 3 and 4, to emergency medical technicians, HCPC‑registered paramedics and registered nurses. This ensured the service had a workforce with the skills and competence required to deliver safe and effective care.

In 2025, the service completed 9 patient transport journeys, including end‑of‑life transfers. The provider was working to grow this part of the service. They were providing private journeys and transfers requested by local authorities. Examples included journeys from home to a care home, home to respite care, and to end‑of‑life care facilities. The provider was in the registration process with NHS systems and aimed to secure NHS contracts as soon as possible.

Two patients spoken with felt their needs were met in a timely, safe way.

The service assessed and managed the risk of infection. Staff detected and controlled the risk of it spreading by following policies. Infection and prevention and control data was collected and reviewed. Where required, actions were taken to improve shortcomings.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed infection risks.

The service made sure that medicines and treatments were safe and met patient’s needs, capacities and preferences. Staff involved patient in planning, including when changes happened.

The main type of service delivered by NWMS was emergency or urgent care, for our detailed findings refer to the emergency and urgent care service (EUC) report for further information about how the service managed medicines optimisation. The patient transport service did not include storing, prescribing, or administering medicines. However, the ambulances did carry oxygen cylinders. On the 2 ambulances we looked at cylinders were stored safely. All staff were appropriately trained and had completed medical gas administration training as part of their first response Emergency Care Level 3 (FREC3) course qualification.

Patients were transported with their own supply of oxygen, but this remained the responsibility of the prescribing staff who were caring for the patient.

Patients’ medicines were transported with them. Staff did not give these medicines during the journey. Staff confirmed that no medicines were kept on site or within vehicles. Where patients required time critical medicines, transport was planned to ensure that staff did not need to administer these.

The service made sure the medicines were stored safely during transport and handed straight to the staff at the receiving service. Staff were trained in how to store and transport medicines safely.

The service had an oxygen use policy that followed national guidance. The policy explained the risks of using oxygen, including fire and explosion. It also set out how oxygen should be stored safely and which materials should not be used with it.

NWMS had established systems to provide oversight of medical gases and ensure compliance with national guidance. As part of its governance processes, the service carried out monthly audits of how medical gases were stored, accessed and this included the medical gas stock levels. Issues would be shared at the clinical governance meeting. All was correct as of September 2025