The Scan Clinic

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

We looked for evidence that there was an inclusive and positive culture of continuous learning and improvement that was based on meeting the needs of people who used services and wider communities. We checked that leaders proactively supported staff and collaborated with partners to deliver care that was safe, integrated, person-centred and sustainable, and to reduce inequalities.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Managers worked with partner organisations to deliver the best possible care.

At our last inspection, we rated this key question as good. At this assessment, the rating remained good. This meant the service was consistently well-led. Leaders and the culture they created promoted high-quality, person-centred care.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The service had a vision to maintain the highest level of care to its service users by reviewing the services it offers, acting on any recognised shortfalls, and by being proactive in identifying areas of general improvement that could be made.

Strategic priorities included conduct of regular clinical audits, reviewing feedback, risk management and prioritising service users’ choice.

Staff knew about the provider’s vision and applied it to their care and of service users. The provider had clear policies covering equality, diversity and human rights and staff applied this to their care of service users.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service was led by the registered manager who was also the lead ultrasound practitioner. A general manager led the day-to-day operations of the service. The general manager had extensive work experience in administrative work and information technology.

The registered manager had many years’ experience in radiography and sonography, including several years in NHS and private hospitals. The registered manager was registered as a radiographer with the Health and Care Professions Council (HCPC).

Staff told us managers were supportive, visible and approachable. They said leaders were open, honest and transparent, and they could approach leaders to raise any concerns. Leaders supported staff to provide service users with high quality care and experience.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The service had policies that promoted an open and transparent culture. This included in the “being open policy” and “blame free culture policy”. The policies were in date and easily accessible by staff.

Staff told us they felt able to raise concerns directly with their manager and we saw meeting notes where staff shared updates and issues as needed.

The service valued diversity in their workforce. Staff work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service employed a diverse team of staff, who felt valued and informed us they worked well as a team. Staff told us they enjoyed working at the service and felt supported by the leadership team.

The service had an equality and diversity policy, which was in date and accessible to staff. Staff felt they were treated fairly and included in decisions regarding the service.

The service had a staff award scheme which recognised staff for their outstanding contributions.

The service had clear responsibilities, roles, systems of accountability and good governance. Staff used these to manage and deliver good quality, sustainable care, treatment and support. Staff act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service had systems to identify and manage risks. This included audits, patient satisfaction surveys, staff appraisals, performance reviews, incident reporting, staff training and risk assessments among others.

The service had monthly staff meetings which were well attended. Staff discussed operational issues, clinical insight, quality improvement, complaints, incidents and health and safety among other issues. There were up-to-date policies and procedures for safe and effective running of the service.

The service had several risk assessments for the environment, fire, human resources (staff), health and safety, information governance, infection control, business and security, among other. This identified potential hazards, controls, further action required and the responsible person.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. Staff share information and learning with partners and collaborate for improvement.

Staff and leaders recognised the importance of collaborative working to ensure a seamless transition for people. They collaborated effectively with referrers, GPs, local NHS trusts including early pregnancy units.

There were service level agreements with third party organisations for the provision of phlebotomy services, clinical waste disposal and maintenance of equipment.

The service focused on continuous learning, innovation and improvement across the organisation and local system. Staff encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Staff actively contribute to safe, effective practice and research.

The service had systems to monitor staff training and development.

There was a strong commitment to improve the service. The service had worked to address concerns raised following our last inspection in February 2019. The service had registered with central alerting system (CAS) and kept a CAS alert log to update staff on patient safety alerts. In addition, they had implemented systems and processes to safeguard vulnerable people.

As part of its efforts towards environmental sustainability, the service stored records on electronic systems.

The service had recently been nominated for an award in the health and wellbeing category.