Archived: Polaris Medical Services Limited Registered Office

Updated 11 November 2022

Polaris Medical Services Limited Registered Office is operated by Polaris Medical Services Limited. The service is split into South and North Regional Headquarters. The South Regional Headquarters is based in Slough and has 7 satellite ambulance stations and 1 medical response post which is based at London Bridge Station. The North Regional Headquarters is based in Chester and has 3 satellite ambulance stations.

The location is registered with Care Quality Commission (CQC) to provide the following regulated activities:

• Transport services, triage and medical advice provided remotely
• Treatment of disease, disorder or injury.

The service provides an Emergency and Urgent Care (EUC) service 24 hours a day, 7 days a week for 6 NHS ambulance trusts. This includes high dependency transfer services and mental health transfers.

The service provides a non-emergency Patient Transport Service (PTS). At the time of our inspection, there were 2 shifts per day operating for 1 NHS ambulance trust. The service had appointed a new PTS lead who was joining the service the month after the inspection. Their role was to drive and expand the PTS arm of the service.

The service provides medical support to events, and the film and TV industry. The CQC does not currently regulate medical support at events. However, in the 12 months leading up to the inspection the service had transported 4 patients from events to hospital, which is an activity regulated by the CQC.

The service has 70 frontline ambulances, 4 mental health vehicles, 17 PTS ambulances, 4 high dependency vehicles and 24 mixed event vehicles.

The service has had a registered manager since December 2016. A registered manager is a person who has registered with the CQC to manage the service. They have a legal responsibility for meeting the requirements set out in the Health and Social Care Act 2008.

The service was previously inspected by the CQC in 2019 and was rated as outstanding for the core service EUC. PTS were not inspected or rated at the 2019 inspection. The service has expanded since the last inspection after buying out another independent ambulance provider in August 2021.

The main service provided by this service was EUC. Where our findings on EUC– for example, management arrangements – also apply to other services, we do not repeat the information but cross-refer to the EUC service.

Updated 11 November 2022

Our rating of this location stayed the same. We rated it as outstanding because:

• The service had developed a proactive approach using Quick Response (QR) codes to monitor safeguarding referrals. They used innovative technology in the form of an employee app to share the information that was needed to deliver effective care, providing real-time information and support to all staff wherever and whenever they needed it. Staff were open and transparent, and fully committed to reporting incidents. Learning from incidents was based on a thorough analysis and investigation of things that went wrong, and managers shared this with all staff in quarterly ‘lessons learnt’ bulletins. Staff managed medicines consistently and safely. They stored medicines correctly and disposed of them safely.
• The provider recognised continuing development of the staff’s skills, competence and knowledge as being integral to ensuring high quality care. Managers proactively supported and encouraged staff to acquire new skills, use their transferable skills, and share best practice. Staff planned and delivered people’s care and treatment in line with current evidence-based guidance and best practice. The service met agreed response times. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients and supported them to make decisions about their care.
• Feedback from people who used the service and those close to them was continually positive. Feedback showed that staff went the extra mile and their care and support exceeded patients’ expectations. Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. The service could show where improvements had been made as a result of learning from feedback. Facilities were appropriate for the services being delivered.
• Leaders had a deep understanding of the issues, challenges and priorities in their service and beyond. They had an inspiring shared purpose and strived to deliver and motivate staff to succeed. Staff understood the service’s vision and values, and how to apply them in their work. They felt respected, supported and valued. They were focused on the needs of patients receiving care and were clear about their roles and accountabilities. The service engaged well with NHS ambulance trusts to plan and manage services and worked with them to improve care outcomes. The service had invested in innovative information systems and processes. There was a fully embedded approach to improvement. Managers empowered staff to develop and learn, and staff development was a priority for the service. There was a clear and proactive approach to be sustainable and the service aimed to be carbon neutral by 2024.

Updated 11 November 2022

We rated it as outstanding because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. The service managed safety incidents well and learned lessons from them. Staff collected safety information and used it to improve the service.
• Staff provided good care and treatment. The service met agreed response times. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients and supported them to make decisions about their care.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.

PTS is a small proportion of activity. The main service was EUC. Where arrangements were the same, we have reported findings in the EUC section.

We rated this service as outstanding because it was safe, effective, caring, responsive, and well led.

Updated 11 November 2022

Our rating of this service stayed the same. We rated it as outstanding because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them. Staff collected safety information and used it to improve the service.
• Staff provided good care and treatment and gave patients pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, supported them to make decisions about their care, and had access to good information.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.