32 Nobel Square Also known as Specialist Medical Transport Limited

On this page

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

We attended 2 patient journeys and spoke with staff about their experience of working directly with people. Staff treated people with kindness, empathy, and compassion. Staff ensured that people were treated with kindness by respecting their privacy and dignity. Staff tried to consider people wishes and honoured their choices, aiming to achieve the best possible outcomes for them.

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.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. We saw staff sit alongside people with mental health considerations engaging in age-appropriate distractions throughout their journey.

Staff treated people as individuals and made sure people’s care, support and treatment met their needs and preferences. Staff took account of people’s strengths and abilities. Staff told us they were mindful of the specific needs of people. Staff gave examples of when they might need to organise female staff or communication aides for those with additional needs such as English as a second language.

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

Staff gave examples of using de-escalation techniques to soothe distressed people. Staff also told us they carried out dynamic risk assessments to ensure that the least restrictive practice was always used as a first response.

Staff 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.

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

Leaders prioritised staff wellbeing. The kitchen noticeboard displayed welfare information and charity contacts. A specialist ambulance counselling service offered Trauma Risk Management (TRIM) for welfare checks after traumatic jobs, assessing needs like sleep and mental health. Leaders monitored staff mood and encouraged counselling through the ambulance charity when needed.