The service managed safety well and had a positive learning culture. Staff reported incidents and shared learning. Referrals and MRI risks were assessed, safeguarding arrangements were effective, and the premises, equipment, infection control and medicines systems supported safe care. Staffing levels met patients’ needs, mandatory training compliance was meeting targets, all eligible staff had received an appraisal and patients reported feeling safe.
Staff assessed patients’ clinical, safety and communication needs before scans and delivered care in line with evidence-based practice. The service used regular audits and quality assurance to monitor outcomes. Staff were suitably qualified and trained, teams worked effectively with referrers, and consent processes supported informed decision-making.
Staff treated patients with kindness, compassion and respect, while protecting their privacy, dignity and confidentiality. They communicated clearly, made reasonable adjustments and adapted care for people with physical, sensory, cognitive or communication needs. Patients were supported to make informed choices, maintain control during scans and receive timely reassurance when they experienced anxiety or distress.
The service provided person-centred care and worked effectively with referring organisations to support timely and coordinated diagnostic pathways. Extended opening hours, low waiting times, accessible information and reasonable adjustments promoted equitable access, while complaints and feedback were investigated and used to improve the service. Patients were supported to understand their care and were informed about scan results and follow-up arrangements.
The service had effective governance, risk management and quality assurance arrangements, and leaders used performance information, audits and feedback to oversee safety and improvement. Leaders were visible and supportive, staff described an open culture, and the service worked effectively with external partners and promoted learning and development. However, several leaders were new in post, and arrangements to embed the provider's vision, values and freedom to speak up processes were not fully established. As a result, staff could not clearly describe the provider's vision and values and were not sufficiently aware of the formal freedom to speak up arrangements.