Rapid Response Secure Care

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Staff spoke positively about leaders and felt able to raise concerns. The provider worked in partnership with others to assess, monitor and improve the quality of the service. Leaders were open and transparent throughout the assessment process and responded to any requests positively. The vision and strategy of the service was focused on providing patient-centred care. However, governance systems did not always function effectively. For Example, recruitment checks were not fully completed, electronic patient records did not detailed observations or key events during conveyance, cleaning equipment was stored safely, and substances hazardous to health were not always clearly labelled.

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.

Leaders were focussed on patient-centred care. Staff spoke positively about working at the service. They understood the values of the organisation and had sufficient information about these values to ensure they promoted these in their work.

The service had a formal vision and strategy focused on patient care. The registered manager had regular meetings with staff to discuss their work, the expectations of the organisation, and any concerns they had. Staff undertook a range of training and had used this to help ensure there was good quality care. There was regular communication between staff so they could share their experiences and learn from one another.

Staff had confidence in the leadership of the service. Staff told us leaders were honest, supportive, and helpful. Leaders were visible and would regularly join transport crews.

The service had a registered manager who was responsible for managing regulated activities at the location. Regular meetings and communication between the registered manager and staff provided them with an opportunity to discuss the running of the service, and staff support needs. The service operated in an open and transparent way.

Staff told us they could speak up if they had concerns or something went wrong. They felt the registered manager and the organisation supported and listened to them.

The provider had up-to-date systems and processes to enable staff to speak-up freely. Leaders investigated incidents and concerns and shared learning with staff.

Staff spoke positively about working at the service. They felt leaders supported and cared about their needs. Leaders supported staff to develop and learn.

The provider had systems to help ensure staff were treated well and ensure they had development opportunities. There were policies and procedures for workforce equality, diversity, and inclusion. These were implemented through recruitment practices, training, and support for staff.

There was a defined management structure and staff had clear roles and responsibilities. There were clear reporting arrangements. Leaders understood the importance of reviewing performance, acting on risks and involving staff to make positive changes.

Systems were not always robust. During the assessment we found recruitment checks were not fully recorded, patient records were not always complete, cleaning equipment was not always stored correctly to prevent the spread of infection, and substances hazardous to health were not always stored in line with guidelines. However, audits and checks were carried out to monitor the running and efficiency of the service to help identify deficiencies and drive improvements. Learning from audits was shared during staff meetings. The provider had strategies to manage and mitigate risks. Leaders understood their responsibilities for reporting to external organisations. Leaders were confident in growing the business and had expansion plans in progress.

During the assessment we were unable to observe patient care or speak with patients. Therefore, we were unable to directly capture the experiences of people being cared for. However, partners we contacted did not have any negative feedback about Rapid Response Secure Care.

Leaders had access to third party support where they could receive advice and make improvements to the service.

We received positive feedback from partners. They told us there was a clear understanding between them and the service to ensure safe care of patients. There were open lines of communication and a clear terms and conditions.

There were systems to help encourage good working relationships with other healthcare professionals. These relationships helped to support people to receive joined up care.

The registered manager told us they were committed to the continuous improvement of the service and emphasised the importance of promoting a culture of learning and development.

The findings and learning from safety incidents were shared with staff. We saw evidence of investigations into safety incidents and learning from these was shared with staff at their meetings. They had plans for developing the service in the future.