Parallel Requirements Of The HCPCC (SCOR)

Background – In 1948, Aneurin Bevan, the minister of health, launched the NHS based upon three core principles: meeting the needs of everyone, being free at the point of delivery and being based on clinical needs (NHS Choices, 2013). Since then the NHS has been developing a comprehensive service and over time has recently created a constitution comprising seven key principles. The NHS constitution sets out guidelines in working relationships between patient and the public and the NHS staff in terms of how everyone works together to ensure better health for the nation. The whole framework promotes value, excellence, quality of care and patients and public having their say.
Aim - Considering parallel requirements of the HCPC and SCoR, this
It is required for radiographers to willingly examine and treat any patient as fully as is clinically necessary. In order for this to happen, it may be necessary for radiographers to adapt practice to meet the needs of different groups and individuals (HCPC, 2013) and decide what requirements are involved to provide better care for the patient. In radiography context, there may be special requirements for patients from religious backgrounds or cultures and staff will need to be sensitive to these. In general, most patients do not mind, but if objections are raised, radiographers must try to be accommodating
This forms a professional relationship between the radiographer and patient over which production of good quality images for diagnosis takes place and encourages patient involvement in their care. The effectiveness of the department is through the views of the patient, this could be done using a formal feedback mechanism to suggest what radiographers or the department could be better at. Most patients will feel pleased to be consulted about their experiences and happy to contribute to improving services for others. However, this is rarely practiced within imaging departments today; radiographers tend to discuss more on how to position and how it could have been done better for next time rather than viewing whether the patient was content about their performance, therefore it is clearly perceived that activities are not managed in a way that is free from bias in this context. Research shows that the feedback strategy slacks in a way as it is not collected from each individual patient; this suggests that departments should build a routine mechanism of collecting feedback from patients to propose areas where radiographers could improve their