Yormed Ambulance Station

Updated 15 January 2025

YorMed ambulance station is operated by YorMed Limited. The service has been registered with CQC since 2011. It has been under the current ownership since January 2018. It is an independent ambulance service based in Malton, North Yorkshire. The service did provide PTS for an NHS ambulance trust up until February 2024. The service has had a registered manager in post since August 2018. The service had been inspected twice before; firstly in July 2019. This resulted in them being served two warning notices. CQC undertook an unannounced fully comprehensive inspection in November 2023 due to concerns recevied regarding patient safety. This also resulted in enforcement action and an overall rating of inadequate. CQC's follow up inspection was done in October 2024 using our single assessment framework. This confirmed managers had addressed all required actions from our warning and requirement notices.

Updated 7 November 2024

Managers and staff operated two emergency ambulances capable of providing emergency and urgent care (EUC) transfers with wheelchair, stretcher and specialist bariatric requirements. The service could fulfil both local and longer distance transfers. Staff were flexible to provide EUC at short notice including out of hours. Managers had actioned and resolved all breaches from CQC’s last inspection in July 2019. Managers shared learning with external and contracted partner organisations such as regional NHS ambulance services. All staff could directly access level 4 and 5 trained safeguarding leads for support and advice on any safeguarding matters. The service better monitored their effectiveness through audits, patient assessments, and performance compliance reports from commissioners. For example, the service’s NHS ambulance trust contractor’s last shared response times report from April to September 2024 achieved 99% compliance. However; CQC were still unclear how managers and staff would enact their mission or values. Eight of the 14 whistleblowing cases CQC received about the service since their last inspection shared concerns. However, managers had taken all appropriate actions to address these concerns. Managers and leads did not always review or prioritise risks to the service. Some governance areas needed strengthening and further embedding before the service’s regulated activity increased. Managers needed to respond promptly to CQC’s offsite requests for governance and risk documentation. They also needed more daily oversight of related processes once the service resumes additional contractual work to ensure sustainable delivery and performance.

Updated 7 August 2024

Managers and patient transport services (PTS) staff operated two ambulances capable of providing transport with wheelchair, stretcher and specialist bariatric requirements. The service could fulfil both local and longer distance transfers. Staff were flexible to provide PTS at short notice including out of hours. Managers had actioned and resolved all breaches from CQC’s last inspection in November 2023. Managers shared learning with external and contracted partner organisations such as regional NHS ambulance services. The service could evidence examples of learning from incidents. CQC heard about managers and PTS crew going above and beyond for patients. For example, staff bought one patient a television for their care home room. The patient had been discharged from hospital in winter. All PTS staff could directly access level 4 and 5 trained safeguarding leads for support and advice on any safeguarding matters. PTS crews ensured patients being discharged to cold or empty accommodation had food, hot drinks and heating. The service monitored their effectiveness through audits, patient assessments, and performance compliance reports from commissioners. Actions implemented from audit results ensured staff met their contractual obligations. However; The service’s vision and values mission statement contained no measurable objectives and did not mention a strategy. Eight of the 14 whistleblowing cases CQC received about the service since their last inspection shared concerns. However, managers had taken all appropriate actions to address these concerns. Some governance areas need strengthening and embedding before the service’s regulated activity increased. Managers needed to respond promptly to CQC’s offsite requests for governance and risk documentation. They also needed more daily oversight of related processes once the service resumed additional contractual work to ensure sustainable delivery and performance.