Western Medical Services Ltd

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

This is the first assessment for this service. 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.

People were treated with kindness and compassion. Staff protected people's privacy and dignity. They treated people as individuals and supported their preferences. People had choice in their care. Staff responded to people in a timely way. The service supported staff wellbeing.

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 service always treated people with kindness, empathy and compassion and respected their privacy and dignity.

Staff understood the importance in taking time to build positive relationships with people using the service. They said it was important to give people time and space to express themselves and talk calmy to provide reassurance. A member of staff told us they held a person’s hand for hours during a transport as the patient was in emotional distress.

Leaders considered the design of vehicles to protect people’s dignity and privacy. They had assessed the type and livery of the vehicle used for transporting people detained under the Mental Health Act. Staff knew how to the maintain privacy and dignity of people using their services.

Leaders and staff said they were focused on making the right decisions for people using the service. Staff gave an example of a person being extremely agitated about their dog’s wellbeing; staff made the decision to allow the dog onto the transport as the infection prevention controls performed after the transport would ensure the vehicle was safe to use for another user.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences.

Leaders of the service talked about making transport more than just a journey. They said it was an opportunity to provide dignity, care, and ensure every individual person feels safe and supported.

The service received bookings from patients in the community and from other healthcare providers. The booking process identified patients’ needs which included those living with dementia, and people with a learning disability or autistic people. However, the service’s general booking form did not collect a person’s preferred gender. Leaders made changes to the forms during the assessment after our feedback.

Feedback collected by the provider showed that a person using the service said, “Staff were professional, thoughtful, very kind and caring and turned an anxious situation into a calm transfer.”

People using the service spoke positively about their experience. One person said, “The staff were very caring and respectful towards them.”

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

The service operated with a clear set of eligibility criteria for people to access the service. The services reviewed patient’s eligibility against the criteria. Where patients were not eligible for the service, staff would sub-contract work or signpost people to other services.

Where possible the service would plan for people to be accompanied by carers, advocates, friends or relatives to support patients when they were transported. A patient told us staff communication was brilliant, staff made them feel calm and relaxed. Staff arranged for them to be accompanied by a family member on the transport.

The service 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.

Staff received training to support patient care. Staff completed training in dementia, learning disabilities, and autism. They received training in de-escalation techniques to respond to people who become anxious during transport. Staff understood the importance of responding quickly to situations when de-escalation is needed.

Vehicles had sensory packs that contained items staff could use to calm and comfort people in moments of anxiety. There were reference cards that provided staff with quick guides to support them in care decisions.

People using the service spoke positively about how staff responded to their needs. People said staff responded to need for rest breaks on journeys. A patient said, “I was being transported after an operation, staff knew how to make me comfortable”. Another person told us “Staff treated me very well. They were courteous, helpful, and were a pleasure to be with.”

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

Staff felt supported by leaders and their colleagues. Staff told us the team was friendly and was increasingly working better together. Staff received training to deal with difficult circumstances.

The service promoted an environment where bullying and harassment was not accepted. The service’s base had posters highlighting bullying and harassment awareness information. Leader said they took allegations of bulling and harassment seriously and would investigate concerns raised. Staff said they had confidence issues raised would be taken seriously and resolved.

The service offered staff a range of wellbeing support including financial, mental and physical. Staff had access to a 24/7 counselling service, this included free sessions that could be extended if needed. Leaders said if staff needed extra counselling sessions these would be considered and authorised.

The service carried out staff surveys. Records showed all staff rated wellbeing at work as good or excellent. Records showed leaders responded to staff suggestions by implementing new ways of working or providing detailed explanations where it was not possible to make changes.

Staff said they had access to development opportunities. The service had structured career pathways and records showed these were discussed in appraisals.

The service planned shifts and breaks to give staff adequate rest during and between shifts. Staff told us they could take suitable breaks.

In the 12 months prior to the assessment staff had not reported any incidents of violence or aggression.