Spire Harrogate 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 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 is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and 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.

We scored the service as 3. The evidence showed a good standard. 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 clear vision and set of values which staff understood and were able to relate to their day-to-day roles. Spire Harrogate Clinic's vision was to "be recognised as a world-class healthcare business." Organisational values were displayed throughout the clinic and reflected key priorities, including driving clinical excellence, delivering on commitments and providing high-quality patient care.

Staff demonstrated an understanding of the provider's vision, purpose and values and described how these influenced the delivery of care within their teams. Staff were able to explain how their roles contributed to achieving the organisation's objectives and supporting positive outcomes and experiences for patients.

Staff told us they had opportunities to contribute to discussions about service development and changes affecting the clinic. Leaders encouraged staff involvement and sought feedback to support service improvement and workforce engagement.

The clinic's 2025 strategy identified 6 key priorities which included, drive clinic performance, build on quality, invest in the workforce, deliver strong financial performance, expand the service proposition and champion sustainability. These priorities aligned with the provider's wider strategic objectives and demonstrated a commitment to quality improvement, workforce development and sustainable service delivery. However, during the assessment we did not see evidence demonstrating progress against these strategic objectives or how achievement of the priorities was being monitored and reported within the clinic.

The service had established a range of clinical lead, link and champion roles to promote engagement and support the organisation's values and priorities. These included roles such as Equality, Diversity and Inclusion champions and Patient Satisfaction leads. Staff told us these roles helped promote best practice, encourage staff involvement and maintain focus on key areas of quality, patient experience and inclusion.

We scored the service as 4. The evidence showed an exceptional standard. The service had exceptionally 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 always did so with integrity, openness and honesty.

The service had an established leadership structure with clearly defined responsibilities and access to support from both local and corporate leadership teams. The clinic leadership team consisted of the General Manager, Clinical Services Manager, Imaging Manager, Sister and Administration Manager. Additional oversight and support were provided through the wider Spire Healthcare management structure, including the Clinic Director, Quality and Governance Manager, Business Development Manager, Operations Director, Finance Manager and Director of Clinical Services.

The radiology leadership team included the Imaging Manager, who also fulfilled the role of Radiation Protection Supervisor (RPS), a Magnetic Resonance Imaging (MRI) Team Lead and a Senior Radiographer. This supported effective operational oversight and ensured specialist expertise was available within the department.

Leaders demonstrated the skills, knowledge and experience required to undertake their roles effectively. They had a good understanding of the services they managed and were able to clearly explain how teams worked together to deliver safe, effective and high-quality diagnostic care. Leaders were knowledgeable about service performance, staffing, governance arrangements and areas of ongoing improvement.

The service supported leadership development and succession planning. Staff were encouraged to undertake development opportunities to enhance their skills and support career progression. For example, the Imaging Manager had recently completed a Level 7 Senior Leadership Apprenticeship with the Rosalind Franklin Award, which supported the development of advanced leadership skills and strengthened knowledge in clinical governance, service improvement and strategic workforce planning.

Staff told us leaders were visible, approachable and supportive. They said they felt comfortable seeking advice, escalating concerns and discussing ideas for improvement. During the assessment, we observed positive interactions between leaders and staff and saw evidence of leaders engaging with teams through daily safety huddles, governance meetings and routine departmental oversight.

Leaders promoted an inclusive culture where staff felt respected and supported. Staff spoke positively about local leadership and described a culture where teamwork, openness and continuous improvement were encouraged.

We scored the service as 3. The evidence showed a good standard. The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The service promoted a culture of openness and transparency where staff were encouraged to raise concerns, share feedback and contribute to service improvement. Staff were aware of the Freedom to Speak Up (FTSU) Guardian within the clinic and understood how they could access support if they wished to raise concerns.

Staff had access to the provider's Raising Concerns Policy, which encouraged the reporting of safety, quality and ethical concerns without fear of discrimination or retaliation. The policy included details of both internal and external reporting routes, enabling staff to seek advice or escalate concerns outside the clinic if required.

The FTSU Guardian told us they felt well supported in their role by both the Registered Manager and the corporate FTSU Guardian. They had completed the necessary training for the role and regularly met with FTSU Guardians from other Spire Healthcare locations to share learning, experiences and good practice.

Staff told us they felt confident raising concerns and believed leaders would listen and take appropriate action when issues were identified. Managers encouraged open discussion through team meetings, daily safety huddles and governance processes, creating opportunities for staff to raise concerns and contribute ideas for improvement.

Managers and staff had access to feedback from patients, carers and colleagues and used this information to improve services. Patient feedback, survey results and other comments were reviewed through established governance processes to identify learning and opportunities for improvement.

Patients and carers were also encouraged to share their views about the service in ways that reflected their individual needs and preferences. Information on how to provide feedback or raise concerns was readily available throughout the clinic. Patients and carers had opportunities to meet with members of the senior leadership team and contribute to discussions about service improvements and changes. Feedback from people using the service was considered as part of ongoing quality improvement activity.

We scored the service as 3. 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 provider demonstrated a commitment to promoting equality, diversity and inclusion across the workforce and within the services it delivered. The provider's Equality and Inclusion Strategy aimed to develop a workforce that reflected the diversity of the communities it served and to ensure services were accessible and welcoming to people from a broad range of backgrounds.

Leaders recognised the importance of understanding workforce demographics to identify and address potential inequalities, barriers or under-representation. Plans were in place to launch a staff self-reporting ethnicity and diversity campaign, encouraging colleagues to provide information relating to ethnicity, gender identity, sexual orientation and other demographic characteristics. Leaders told us this information would be used to better understand workforce diversity and inform future equality and inclusion initiatives.

The provider had established policies that promoted equality and protected staff from discrimination. Information available to staff confirmed the organisation operated a zero-tolerance approach to discrimination, bullying and harassment. The provider had also reviewed and updated employment policies to promote inclusivity, including adopting a more inclusive adoption policy and introducing a transitioning policy to support transgender colleagues.

Staff had access to a range of support networks and resources designed to promote inclusion and well being. Equality, Diversity and Inclusion (EDI) networks and local Equality, Diversity and Inclusion Champions provided support, advice and opportunities for engagement. Additional support mechanisms included dementia link staff, Mental Health First Aiders, translation services and access to information in accessible formats to support both staff and patients.

Training records confirmed all staff had completed mandatory Equality, Diversity, Inclusion and Belonging training. This training supported staff to understand equality legislation, recognise discrimination and bias, and deliver care and services that were inclusive and respectful of diversity.

The service actively promoted awareness and celebration of different cultures, identities and communities. Leaders had developed a calendar of cultural, religious and awareness events throughout the year and recognised these occasions within the workplace. Examples included International Women's Day and South Asian Heritage Month.

Staff told us these initiatives helped promote understanding, inclusion and a sense of belonging across the workforce.

We scored the service as 3. The evidence showed a good standard. 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. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service was part of the wider Spire Healthcare network and benefited from established governance arrangements designed to support the oversight of quality, safety, performance and risk. Following an internal review, governance structures had been streamlined to ensure meetings were relevant to local operational needs and effective in driving improvement. Quarterly operational, clinical and governance meetings were held with agreed agendas and reporting mechanisms. These arrangements supported the flow of information from ward to board level and ensured learning from incidents, complaints, audits and patient feedback was reviewed and acted upon where necessary.

Diagnostic services were represented within specialist governance forums. An annual Radiation Protection Committee meeting was held and attended by the Radiation Protection Adviser and Radiation Protection Supervisor. The meeting was chaired by the Imaging Manager and provided oversight of compliance with radiation protection requirements, safety standards and quality assurance processes.

The clinic had identified a Health and Safety Lead and maintained business continuity and emergency planning arrangements. Contingency plans were available to support the management of service disruptions, including interruptions to wider Spire Healthcare systems and events that could impact patient care and service delivery.

A comprehensive programme of audit and assurance activity was in place. Staff undertook and participated in local clinical audits to monitor compliance, safety and quality. Audit findings were reviewed through governance processes and action was taken where improvements were required. Staff demonstrated awareness of audit outcomes and learning was shared through meeting minutes, emails and communications displayed within colleague areas. Evidence relating to diagnostic-specific audit activity is detailed within the Delivering Evidence-Based Care and Treatment quality statement.

Risk management arrangements were established and understood by staff. Leaders maintained a risk register that was accessible to relevant staff groups and subject to quarterly review. The most recent review had taken place during the multidisciplinary risk meeting on 30 June 2026. At the time of assessment, no diagnostic-specific risks were recorded on the risk register. Staff told us they understood how to escalate concerns and were confident that identified risks would be reviewed and managed appropriately.

Managers had access to a range of performance information to support oversight and decision-making. This included data relating to patient care, workforce metrics, operational performance and service quality. The Radiology Manager produced a monthly communication summary which highlighted key developments, service updates and learning from incidents. This information was shared with diagnostic staff to support engagement and continuous improvement.

The service used systems to collect and monitor performance information without placing unnecessary administrative burdens on frontline staff. Staff had access to the equipment, information systems and technology required to deliver care and perform their roles effectively. Information governance arrangements supported the secure handling of patient information and maintained the confidentiality of patient records.

The clinic performance dashboard provided oversight of safety and quality indicators within radiology. Quarter 1 and Quarter 2 data demonstrated compliance with most performance measures. However, because the dashboard incorporated data from both diagnostic imaging and outpatient services, it was not always clear whether some performance metrics related specifically to the diagnostic service. Leaders acknowledged this and had oversight of local performance through additional governance mechanisms.

Staff understood how to work collaboratively with internal departments and external organisations to support patient care. Effective communication and partnership working helped ensure services were coordinated and responsive to people's needs.

We scored the service as 4. The evidence showed an exceptional standard. The service clearly understood their duty to collaborate and work in partnership, so services work seamlessly for people. Staff shared information and learning with partners and collaborate for improvement.

The clinic actively engaged with local organisations, healthcare partners and the wider community to support population health, strengthen relationships and improve patient outcomes.

The clinic had developed a positive partnership with a local hospice and supported fundraising activities to benefit the organisation. Through joint fundraising initiatives, more than £700 had been raised. Staff also supported the hospice's first community fun run event by providing health checks for participants and supporters, helping to promote health awareness and well being within the local community.

The diagnostic team engaged with external stakeholders and community organisations to build relationships with other healthcare professionals and improve awareness of available services. Staff participated in a range of community outreach initiatives, including hosting well being stands and providing employee health checks within a Leeds business hub. The service also supported the Harrogate 10K event, where staff offered health checks and well being advice to runners and spectators. These activities promoted preventative healthcare, encouraged healthier lifestyles and increased engagement with local communities.

The clinic maintained open relationships with people using its services and key stakeholders. Patients and staff were able to meet with members of the provider's senior leadership team and commissioners to provide feedback about services, helping to ensure a range of perspectives informed service development and improvement.

The clinic worked collaboratively with referring professionals and healthcare partners to support safe and effective patient pathways. For example, the service delivered MRI Safety Training for non-medical referrers, enabling appropriately trained professionals to refer patients directly for MRI investigations. This helped improve access to diagnostic services, supported timely referral pathways and strengthened collaborative working between healthcare providers.

We scored the service as 4. The evidence showed an exceptional standard. The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The service demonstrated a commitment to continuous learning, improvement and innovation. Staff told us they were encouraged and supported to identify opportunities for service development and implement improvements that enhanced patient care and experience.

Spire Harrogate Clinic's diagnostic service was selected as a pilot site for the introduction of a Premium Full Body Magnetic Resonance Imaging (MRI) Scan pathway. The innovative service provided a coordinated approach to early health assessment and diagnosis. Patients were initially screened through their GP before undergoing a full-body MRI scan. Following the scan, patients met directly with a radiologist to discuss initial findings, with a follow-up appointment arranged with their GP approximately one week later to review results and discuss any ongoing care requirements. Leaders told us that approximately 60 whole-body MRI scans had been completed through the service during the previous 12 months, demonstrating the clinic's involvement in developing new diagnostic pathways and healthcare innovation.

The service had introduced a quality improvement project focused on strengthening communication and patient safety through the daily safety huddle process. The project aimed to improve the consistency, recording and accessibility of safety information across the clinic. Leaders told us the initiative was midway through implementation and was designed to ensure key safety messages, learning and operational updates were effectively communicated to all staff, including those who were unable to attend morning safety huddles. This supported learning, staff engagement and the dissemination of safety-critical information.

Staff participated in local and national audit activity relevant to diagnostic services and used findings to support continuous improvement. Evidence of this audit activity is detailed within the Delivering Evidence-Based Care and Treatment quality statement. Staff demonstrated an understanding of how audit outcomes informed changes to practice and contributed to maintaining high standards of care.

The service actively invested in workforce development and future workforce planning. One member of the imaging team had commenced an Assistant Practitioner Apprenticeship during 2026 as part of the department's commitment to developing skills, supporting career progression and building future workforce capacity.

Staff were supported to undertake specialist training to develop expertise and expand service capability. For example, the MRI Team Lead had recently completed an introductory specialist Cardiac MRI course. This training enhanced the department's knowledge and competence in an area not previously delivered by the service and supported future service development opportunities.