Babyvision Limited

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.

This key question has been rated good. This meant patient’s needs were met through good organisation and delivery.

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 evidence showed a good standard. The service had a shared vision, strategy and culture.

Staff focussed on creating a positive patient experience and sought feedback to make positive changes. The service had a vision for what it wanted to achieve and workable plans to turn it into action. The registered manager could explain how they were working to deliver high quality care.

The service had a clearly defined set of aims, although these were not formally documented within a structured vision and strategy. The registered manager described an overarching vision focused on delivering high standards of care through private antenatal scanning services within a warm, welcoming environment tailored to the needs of people using the services during pregnancy.

There was an emphasis on fairness, respect for diversity and privacy, and promoting the wellbeing of people using the service. The registered manager also outlined that they were utilisation of a second scanning room to run concurrent clinics during periods of high demand, thereby improving capacity and responsiveness.

The evidence showed a good standard. The service had inclusive leader who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce. Leader had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders demonstrated the appropriate skills, knowledge and experience to carry out their roles effectively. In their dual role as sonographer and registered manager, they promoted a positive and inclusive culture that valued staff and supported the development of the service, fostering a shared sense of purpose aligned to the service’s values. They were visible and approachable and had a good understanding of the services they managed, enabling effective oversight and leadership.

The registered manager demonstrated the appropriate skills, abilities and clinical competence to lead the service and deliver high-quality, sustainable care. They had a clear understanding of the key challenges facing the service and were able to articulate plans in place to address these.

Staff described the registered manager as approachable and supportive, fostering a positive working relationship, particularly with the receptionist, which contributed to the effective day-to-day running of the service. The registered manager maintained regular contact with staff, on zero-hours contracts, and ensured they received appropriate induction, supporting safe and consistent practice across the service.

The service demonstrated a good overall standard, underpinned by a positive and open culture where people felt confident to speak up and have their views heard.

People were provided with opportunities to give feedback in ways that reflected their individual needs, supporting inclusivity and engagement. Staff had access to feedback and used this information to inform improvements, indicating a commitment to learning and continuous service development.

The evidence showed a good standard. The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service demonstrated a clear commitment to equality, diversity and inclusion, supported by formal policies that promoted fairness and equitable treatment for all individuals. An equality impact assessment policy enabled the service to systematically consider the potential effects of decisions on groups protected under the Equality Act 2010, reflecting a structured and proactive approach to inclusive care delivery. This was reinforced by the service’s statement of purpose, which emphasised a fair approach, respect for diversity and privacy, and a commitment to the wellbeing of clients, with care delivered in line with how staff would wish to be treated themselves, further embedding a person-centred and values-driven culture.

The service operated clinics six days per week, opening from Monday to Saturday, with occasional evening clinics arranged in response to demand. There were no plans to extend provision to a full seven-day service.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support.

DBS (Disclosure and Barring Service) is a UK public body that supports safer recruitment by providing employers with criminal record checks. DBS checks were in place for all staff, with evidence verified through the information provided during our data request process.

The service did not use formal key performance indicators to monitor performance; however, it utilised patient feedback and complaints to identify areas for improvement and support the delivery of an effective service. Overall responsibility for quality monitoring sat with the registered manager, who oversaw incident investigations and managed responses to complaints. At the time of inspection, there were no ongoing investigations, indicating no outstanding concerns requiring formal review.

The service undertook local audits which provided sufficient assurance and demonstrated that action was taken in response to findings. Due to the small size of the service, a formal risk register was not maintained; however, both internal and external risk assessments were completed for identified risks, ensuring appropriate oversight.

The service was aware of its responsibilities under relevant data protection legislation, including the General Data Protection Regulation (GDPR), and had reviewed its processes to ensure compliance. Service user records, including scan reports, were securely managed; paper records were stored in locked filing cabinets, and electronic systems were password protected to maintain confidentiality and security.

The service had appropriate exclusion criteria in place to ensure safe and effective care, such as not undertaking scans before six weeks’ gestation and scheduling scans at clinically appropriate times to meet people’s needs.

Information management systems were well established, with data used effectively to support service delivery through secure and robust processes.

The evidence showed a good standard. The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The service had a close connection with local NHS providers, local authority and those providers providing similar service. The registered manager told us they were able to access support if or when needed. The service demonstrated effective engagement with people, staff and partner organisations to support service planning and delivery.

The registered manager worked closely with the receptionist and actively involved staff in decision-making, with staff reporting that they felt engaged and able to contribute to changes within the service.

Feedback from people using the service was routinely sought and used to inform improvements. The service also utilised social media platforms to gather feedback and maintain ongoing engagement with people using the service, demonstrating a proactive and responsive approach to continuous improvement.

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 patient. Staff actively contribute to safe, effective practice and research.

The service demonstrated a commitment to continuous learning and improvement, with staff undertaking additional training to enhance their knowledge and development within their sonography roles and leadership responsibilities. There was a clear focus on learning from both positive practice and incidents to support service improvement, alongside the promotion of ongoing staff training. The registered manager maintained up-to-date clinical knowledge by attending an annual obstetrics study day, supporting safe and evidence-based practice.

The service reported a planned social media “Parent Support Week” campaign aimed at promoting emotional wellbeing. Content will cover topics including pregnancy anxiety, pregnancy after loss, managing expectations around baby gender, and early parenthood, with the intention of signposting people to appropriate support services. This was due to go live middle of June 2026.