Bristol Ambulance EMS Also known as Bristol Ambulance EMS

We rated it as outstanding because:

• People had comprehensive assessments of their needs, which included consideration of clinical needs including pain relief, mental health, physical health and wellbeing, and nutrition and hydration needs.
• Accurate and up-to-date information about effectiveness was shared internally and externally and was understood by staff. It was used to improve care and treatment and people’s outcomes, and this improvement was checked and monitored.
• All staff had the skills they needed to carry out their roles effectively and in line with best practice. The learning needs of staff were identified, and training was provided to meet those needs. Staff were supported to maintain and further develop their professional skills and experience.
• Staff were supported to deliver effective care and treatment, including through meaningful and timely supervision and appraisal. There was a clear and appropriate approach for supporting and managing staff when their performance was poor or variable.
• Consent to care and treatment was obtained in line with legislation and guidance, including the Mental Capacity Act 2005 and the Children’s Acts 1989 and 2004. People were supported to make decisions and, where appropriate, their mental capacity was assessed and recorded.
• Feedback from people who used the service, those who were close to them, and stakeholders was positive about the way staff treated people. We observed people being treated with dignity, respect, and kindness during all interactions with staff and relationships with staff are positive. People stated they felt supported and say staff cared about them.
• Staff communicated with people and provided information in a way that they could understand. People understood their condition and their care, treatment, and advice. People and staff worked together to plan care and there was shared decision-making about care and treatment.
• Waiting times, delays and cancellations were minimal and managed effectively. People were kept informed of any disruption to their care or treatment.
• People knew how to give feedback about their experiences and could do so in a range of accessible ways, including how to raise any concerns or issues.
• The service used the learning from complaints and concerns as an opportunity for improvement. Staff give examples of how they incorporated learning into daily practice.
• Leaders model and encourage compassionate, inclusive, and supportive relationships among staff so that they feel respected, valued, and supported. There were processes to support staff and promote their positive wellbeing. Leaders at every level live the vision and embody shared values, prioritise high-quality, sustainable, and compassionate care, and promote equality and diversity. They encouraged pride and positivity in the organisation and focus attention on the needs and experiences of people who use services.
• The board and other levels of governance in the organisation functioned effectively and interacted with each other effectively.
• The service worked closely with the local community across the southwest