Medical Imaging Partnership

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

MIP had a clear governance structure in place and clearly set out roles, responsibilities, and accountabilities for all staff groups. Leaders were visible and communicated with staff. The service had a strong vision, which was underlined by a 5-year strategy. The company was on a growth strategy, looking to expand the services they offered. Staff had access to an outsourced whistleblowing service provider, which they could contact by telephone or email. The provider held a variety of clinical and non-clinical meetings, which covered learning from clinical incidents, complaints, audits, and any future plans.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The company was on a growth strategy. The provider had a good relationship with their Integrated Care Board (ICB) and they attended engagement meetings and parliamentary meetings. As part of the growth strategy, MIP was considering artificial intelligence and robotic appointments. Managers told us this change meant a difference in staff skill mix, which was under review. Staff had raised concerns about the change. Managers had conducted meetings with staff to further discuss this potential development; for example, staff losses, working environment, and IT equipment. Leaders showed awareness that change management was unsettling for the workforce.

The service had a strong vision, which was underlined by a 5-year strategy. This strategy included the provider's commitment to investing in services, staff, and equipment. The organisation was looking to expand the services they offered. This included further procurement of musculo-skeletal (MSK) contracts, offer of private health checks, and private GP services.

Managers described the company’s culture as encouraging and engaging. We heard active discussions took place and staff debated and challenged each other. Managers were visible. Site leads and registered managers held weekly operation huddles where they discussed business-related hot topics. Staff could access the meetings via live streaming, which was also recorded. Staff received an email alerting them to the fact a meeting had been held.

Following business changes in 2023, the executive team conducted a staff survey to gather the views of the workforce. Three-quarters of the workforce responded to the survey. A majority of staff (eighty-eight percent) expressed positive feelings about the company's future goals.

The service displayed posters with information on the outsourced whistleblowing provider. Staff felt they could speak up without fear of reprisal.

The provider had a comprehensive whistleblowing and freedom to speak up policy, which was in date, and version controlled.

Staff had a variety of options if they wished to raise concerns confidentially. For example, staff could anonymously log a concern on the provider’s electronic system, which only the chief executive could see. Alternatively, staff had access to an outsourced whistleblowing service provider, which they could contact by telephone or email.

MIP employed a large cohort of overseas staff. The company recognised the need to adapt the induction process to support staff joining from other countries, thus assisting them to adapt to life in the UK.

The provider had an equality and diversity policy, which new staff received as part of their induction in the employee handbook. The policy outlined how the provider sought to promote the principles of equality, diversity, and inclusion in all its dealings with employees, job applicants, clients, suppliers, contractors, recruitment agencies and the public. A further policy relating to recruitment and selection of staff stated the importance of staff receiving the same treatment across the board.

MIP had renewed their Information Commissioner’s Office (ICO) accreditation.

The service had a variety of meetings to discuss governance-related issues. For example, a clinical governance committee included topics such as incidents, complaints, audits, policies. The service had a twice-yearly audit committee meeting. The provider ran a quarterly medical advisory panel. The service planned to commence Radiology Events and Learning Meetings (REALM) with an online provider. MIP had a clear governance structure in place and clearly set out roles, responsibilities, and accountabilities. The provider had not reviewed several processes since between 2017-2020. We requested electronic copies of these and received them fully reviewed and updated. MIP had several patient group directives (PGDs) in place. All PGDs had updated signatures and review dates.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider was in the process of implementing several innovations as pilot programmes in the service. For example, this included the roll-out of an app which would allow the secure sharing of diagnostic images between professionals. Leaders told us the provider planned a full integration into NHS Trust IT systems in Sussex through the first quarter of the financial year 2024. The provider planned to have a detailed project plan and team, including their NHS partners, in place by April 2024.

The provider was in the process of introducing new preventative health check services in musculoskeletal care, prostate care, and cardiac care. Additionally, the service was implementing a robotic booking process to offer greater appointment capacity and improved patient experience.