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Care Services

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Ambulance Service, Parkhurst Road, Newport.

Ambulance Service in Parkhurst Road, Newport is a Ambulance specialising in the provision of services relating to diagnostic and screening procedures, services for everyone, transport services, triage and medical advice provided remotely and treatment of disease, disorder or injury. The last inspection date here was 4th September 2019

Ambulance Service is managed by Isle of Wight NHS Trust who are also responsible for 9 other locations

Contact Details:

    Address:
      Ambulance Service
      St Mary's Hospital
      Parkhurst Road
      Newport
      PO30 5TG
      United Kingdom
    Telephone:
      01983534111
    Website:

Ratings:

For a guide to the ratings, click here.

Safe: Requires Improvement
Effective: Requires Improvement
Caring: Good
Responsive: Good
Well-Led: Inadequate
Overall:

Further Details:

Important Dates:

    Last Inspection 2019-09-04
    Last Published 2018-06-06

Local Authority:

    Isle of Wight

Link to this page:

    HTML   BBCode

Inspection Reports:

Click the title bar on any of the report introductions below to read the full entry. If there is a PDF icon, click it to download the full report.

1st January 1970 - During a routine inspection pdf icon

This service is rated as requires improvement overall. (Previous inspection March 2017 – Good)

The key questions are rated as:

Are services safe? – requires improvement

Are services effective? – requires improvement

Are services caring? – Good

Are services responsive? – Good

Are services well-led? – inadequate

We inspected this service as part of our inspection programme. We planned to carry out a focused inspection, however during the site visit we changed this inspection to a full comprehensive inspection due to concerns identified.

We carried out an inspection of this service under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. The inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.

At this inspection we found:

  • The service had good systems to manage risk so that safety incidents were less likely to happen. When they did happen, the service learned from them and improved their processes.

  • Records for the ambulance service clinical business unit showed that there were shortfalls in meeting the training targets set by the Trust for safeguarding and the Mental Capacity Act 2005.

  • Leaning needs of staff were usually identified through a system of appraisals, meetings and reviews of service development needs. At the time of inspection 49% of appraisals for all staff who worked in the hub had been completed.

  • There were shortfalls in facilities and premises for the services delivered. Staff reported that there were broken chairs and the layout of the room was poor; IT systems were slow; and the air conditioning units were not clean.

  • The service routinely reviewed the effectiveness and appropriateness of the care it provided. It ensured that care and treatment was delivered according to evidence- based guidelines.

  • Performance support officers (PSO) reported that they had to cover shifts instead of being able to concentrate on their substantive role which aimed at ensuring a safe service was provided. This left the service response weakened in the event of a significant incident.

  • There was limited resilience for sickness absence and planned annual leave.

  • A report had been produced which highlight constraints on staffing levels and the service operating with minimal staffing levels, which did not allow sufficient resilience and had contributed to staff working excessive hours in a week.

  • The resource team allocated hours over a monthly period, but did not take account of actual hours planned for in a week.

  • The secondment of performance support officers did not enable effective oversight of the NHS 111 service on a daily basis.

  • PSOs were expected to ensure the hospital switchboard was covered; on occasion this led to only minimum levels of call handlers and decreased resilience for unexpected demand.

  • Suitable rest breaks were not planned for in line with health and safety guidelines.

  • The NHS 111 Service did not have any PSOs on site between the hours of midnight and 8am in the morning; cover between these times was provided by an on-call PSO. Current staffing levels meant that no PSO support was provided on site at weekends until 1pm until midnight on Saturdays and Sundays.

  • The NHS 111 service did not consistently meet expected targets on calls handling and response times. There was limited action taken to improve performance.

  • Action was taken to minimise the number of calls that were abandoned by the caller. The average figure for the year was 3.73% of call abandoned. Average figures over the preceding three months prior to the inspection showed that call abandonment rates were consistently within the target of less than 5%, with the averages ranging from 2.12% to 4.81%.

  • Staff involved and treated people with compassion, kindness, dignity and respect.

  • Patients were able to access care and treatment from the service within an appropriate timescale for their needs.

  • Staff reported that more senior managers, not involved directly with the daily management of the NHS 111 service were not always visible. They were not confident these managers were aware of risks to the service provided, such as concerns around the resourcing system for planning shifts.

  • Systems for capturing patient views on the service provided, had not been actioned.

  • Staff surveys were completed, but there was limited evidence to show that concerns were being acted upon and resolved.

  • Responses to whether staff considered they were well supported had worsened.

  • Service performance was discussed at senior management and board level but limited action was taken to improve achievement against national targets.

  • Delays in clarifying leader’s roles and responsibilities had led to staff not feeling appropriately supported.

The areas where the provider must make improvements as they are in breach of regulations are:

  • Establish effective systems and processes to ensure good governance in accordance with the fundamental standards of care.

  • Ensure sufficient numbers of suitably qualified, competent, skilled and experienced persons are deployed to meet the fundamental standards of care and treatment.

  • Ensure persons employed in the provision of the regulated activity receive the appropriate support, training, professional development, supervision and appraisal necessary to enable them to carry out the duties.

Professor Steve Field CBE FRCP FFPH FRCGPChief Inspector of General Practice

 

 

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