Magpas Operational Base is operated by Magpas and is a registered charity. The service provides a helicopter emergency medical service (HEMS) and rapid response vehicle from an air base in Cambridgeshire. The service responds to demands from two local NHS ambulance trusts through the control rooms, who liaise directly with Magpas to deploy the most appropriate resource.

We inspected this service using our comprehensive inspection methodology. We carried out the announced part of the inspection on 27 February 2018, along with an unannounced visit to the service on 12 March 2018.

To get to the heart of patients’ experiences of care and treatment, we ask the same five questions of all services: are they safe, effective, caring, responsive to people's needs, and well-led?

Throughout the inspection, we took account of what people told us and how the provider understood and complied with the Mental Capacity Act 2005.

The main service provided by this service was urgent and emergency services.

Services we do not rate

We regulate independent ambulance services but we do not currently have a legal duty to rate them. We highlight good practice and issues that service providers need to improve and take regulatory action as necessary.

We found the following areas of good practice:

• The service had processes in place to keep people safe from avoidable harm and promoted a culture of learning development. The service promoted high standards of clinical knowledge in pre-hospital care.
• Staff maintained vehicles, equipment, consumable items, and medicines to a high standard ready for rapid deployment.
• The service had enough staff with the right skills to meet the needs of local people.
• The service had up-to-date policies and standard operating procedures, in line with legislation, national guidance, and best practice.
• Managers had effective systems in place to monitor service delivery and improve performance. The service formed part of a regional network to share performance data and adopt innovation.
• The service had established governance systems to monitor incidents, risk, and quality. Staff at all levels took ownership of risk appropriately, with documented actions and time scales to mitigate adverse impact to the service, staff, and patients.
• Patient feedback was consistently positive and staff spoke passionately about providing high quality care to their patients.
• The service had a clear mission, vision, and five-year development strategy. The management team promoted quality improvement that was at the heart of the service.
• The service promoted the health and welfare of staff. Staff described managers as highly approachable, supportive, and caring. This culture extended to patients and relatives, who received invites to visit the base and learn more about the care and treatment they had previously received.

Heidi Smoult

Deputy Chief Inspector of Hospitals, on behalf of the Chief Inspector of Hospitals