Isle of Wight NHS Trust

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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 means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question as outstanding. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 85 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We scored the service as 3. The evidence showed a good standard. The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff consistently ensured patients felt comfortable, reassured and supported throughout their journey. We observed staff anticipating patients’ needs, taking proactive steps to minimise discomfort and distress. For example, staff ensured patients were warm, comfortable and had access to water, and provided reassurance throughout the journey.

Care extended beyond the journey itself, with staff supporting patients safely into their homes and care settings, ensuring they were settled and had access to necessary support before leaving. Staff also engaged respectfully with relatives to promote safe and appropriate handovers. This demonstrated a strong commitment to delivering person-centred care that prioritised patients’ dignity, comfort and emotional wellbeing.

Staff consistently treated patients with kindness, respect and compassion. We observed staff introducing themselves, communicating clearly and engaging with patients in a friendly and respectful manner. Staff demonstrated patience, particularly when supporting patients who were anxious or confused, and took time to listen and respond to their needs. Staff always maintained patients’ dignity and privacy, including by not discussing confidential information in shared vehicle environments.

Feedback reviewed demonstrated patients experienced a highly caring and compassionate service. Patients described being treated with dignity and respect. One patient reported they were “treated with respect and dignity throughout (their) journey, and made to feel like a human being, not just a patient.” Feedback consistently reflected themes of kindness, reassurance and person-centred care. Furthermore, Friends and Family Test data between October 2025 and March 2026 showed high levels of patient satisfaction, with 98% of respondents rating the service as “very good” (although the sample size was small).

We scored the service as 4. The evidence showed an exceptional standard. The service treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The service took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff treated people as individuals and placed patients at the centre of their care. They understood the need to be aware of individual circumstances, such as language barriers, family dynamics and cultural sensitivities. Evidence showed teams identified specific barriers for everyone, including disability and medical conditions. For example, crews had access to translation services, pictorial flashcards, and non-verbal communication guides to support patients with speech or cognitive impairments. By proactively identifying these needs, the service ensured patients could access care safely and without disadvantage.

The service effectively adapted their communication styles to support patients. We observed staff adjusting their volume for patients who were hard of hearing and using plain language to ensure clarity. In one case involving a patient living with dementia, staff allowed the patient to lead their own transfer by calling out “ready, brace, slide”. This adjustment gave the patient a sense of control, which helped to reduce their distress and allowed the crew to complete the transfer safely and effectively.

Crew members demonstrated a high level of compassion by providing support that went beyond basic transportation. Staff reported they often performed extra tasks to ensure patients were settled safely at home, such as making a cup of tea, turning on the heating, or even buying milk and bread from the shop. These actions moved the focus from simple transit to holistic wellbeing.

The service made physical and logistical adjustments to accommodate individual requirements. For example, they used a booking system to plan for wheelchair ramps, bariatric aids, or the presence of additional crew members. They also routinely allowed carers or family members to travel with a patient to help reduce anxiety. These planned adjustments meant every journey met the specific physical and emotional needs of the individual, ensuring a consistent standard of care for everyone using the service.

We scored the service as 3. The evidence showed a good standard. The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff understood the importance of providing clear information to support patients to be involved in their care. We heard staff speak clearly and calmly with patients, repeating information where needed. We observed staff being patient and supportive when assisting people with mobility impairments. Crew members explained each stage of the journey so patients understood what would happen next. For example, during shared journeys, staff explained the planned route and the order in which patients would be taken to their destinations. Although there were limited opportunities to promote independence within this service, staff supported patients to be as independent as possible wherever appropriate.

The evidence showed a good standard. 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 met patients’ immediate physical comfort and hydration needs during their journeys. Crews routinely stocked ambulances with essential items, including urine bottles, water and cups, to support patients during transport. This helped to maintain patients’ comfort throughout their journey.

Crews identified and managed changes in patients’ condition during transport. For example, if a patient became acutely unwell, staff stopped the vehicle safely and contacted emergency services. This helped to mitigate the risks associated with sudden deterioration and ensured patients received timely care.

Managers and staff demonstrated a commitment to supporting vulnerable patients by prioritising essential transport needs. For example, staff prioritised journeys for critical outpatient appointments, such as dialysis, to reduce the risk of missed treatment. This helped to ensure patients received timely care and supported continuity of treatment.

Staff had access to the trust’s wellbeing resources, including occupational health services. Information boards provided details on how to access wellbeing and mental health support. The service had also introduced a care dog scheme, where staff volunteered on a rota basis to bring dogs into the workplace to support staff wellbeing. Managers assessed that, as no patients or members of the public accessed the building, there was no requirement for a registered scheme. Staff told us they valued this initiative and were happy to contribute. The service also provided equipment such as kayaks and paddleboards for staff to use for leisure activities.

Managers promoted a supportive and positive work culture where staff felt respected, valued and proud to work within the team. The service recognised staff achievements through initiatives such as monthly awards. Staff facilities included a dining area, kitchen, television and a separate quiet room. We observed information displayed about a 24-hour crisis support line and domestic abuse services. Managers also discussed career development and support pathways during annual appraisals. Staff told us they felt listened to and their safety, as well as patient safety, was a priority.

Managers implemented workplace adjustments to support staff with physical and emotional needs. For example, occupational health assessments were used to improve workstation ergonomics. Staff experiencing mental health challenges were signposted to appropriate support and had workloads adjusted where needed. For staff with chronic health conditions, duties were adapted to reduce physically demanding tasks such as lifting or prolonged driving. These adjustments supported staff wellbeing and enabled experienced staff to remain in their roles.

Staff survey results for the ambulance workforce (including PTS) supported this positive culture, showing strong scores in areas relating to compassion, inclusion and team working, indicating staff felt able to deliver caring and supportive interactions.