Poole PET-CT Centre

This service had not been previously inspected. We rated it as requires improvement because:

• The service provided mandatory training in key skills, but some training was considered optional but should have been mandatory. Lessons learned from safety incidents were disseminated to staff effectively, but measures to prevent reoccurrence were not always undertaken with no evidence of audit.
• There were two incidents where patients received higher than intended doses because there was no process to check the dose before administration.
• The service performed well in its programme of internal audits, but we saw many were out of date, although they were planned to be carried out by the new registered manager once in post. For example, pregnancy status and patient identification audits had not been carried out in the last a year.
• Risks on the risk register were not given clear dates for review and mitigating actions were not recorded.
• Training records did not reflect actual levels and types of training undertaken. There was no evidence duty of candour had been fulfilled in correspondence as part of a joint approach between the NHS trust and the service.

However:

• The service had enough staff to care for patients and keep them safe. Staff understood how to protect patients from abuse. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. Staff knew how to report patient safety incidents.
• Staff provided good care and treatment and gave patients enough to eat and drink. Managers monitored the effectiveness of the service. Staff worked well together for the benefit of patients. Scanning services were available five days a week.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait for treatment. Staff went above and beyond to make adjustments to help meet the needs of individual patients.
• Leaders had the skills and abilities to run the service and were visible and approachable. They supported staff to develop their skills and take on more senior roles. The service had a vision for what it wanted to achieve. Staff at all levels were clear about their roles and accountabilities.