25 Harley Street

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

The service worked with patients to understand and manage risks. Care met patients' needs in a way which was safe and supportive and enabled them to do the things that mattered to them.

When people communicated their needs, emotions or distress, staff could managed this in a positive way which protects their rights and dignity and maximised learning for the future about the causes of their distress.

We looked for evidence that patient were treated with kindness, empathy and compassion. We assessed the levels of patient’s privacy and dignity afforded to patients. We asked patients to tell us about their experiences, if they were respected, if they understood that they and their experience of how they were treated and supported mattered. We also looked for evidence that every effort was made to take patient’s wishes into account and respect their choices, to achieve the best possible outcomes for them.

At our last assessment we did not rate this key question. At this inspection we rated it good.

We have not awarded this service a score for Caring.

Find out about when we will not publish a key question score and what we look at when we assess Caring.

The service always treated patient with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff treated patients with compassion and kindness, respected their privacy and dignity, and took account of their individual needs. Staff introduced themselves to patients and said what their role was. Staff were discreet and responsive when caring for patients. They took their time to interact with patients and those close to them in a respectful and considerate way. Patients told us they felt supported, reassured and treated with kindness throughout their care journey.

Staff in the scanning room responded to patient’s anxieties about their procedure and took steps to reduce the stress within the environment. Patients told us staff were professional and put them at ease during what was an anxious and vulnerable experience. Staff attitudes and behaviours when interacting with patients showed that they were discreet, respectful and responsive, providing patients with help, emotional support and advice at the time they needed it.

One patient told us they raised a concern regarding communication and reported this was acknowledged and addressed by the clinical team immediately.

The service treated patients as individuals and made sure patient’s care, support and treatment met patient’s needs and preferences. Staff took account of patient’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff had completed training to support their understanding of patient’s needs. Training included; equality, diversity, and inclusion in health and social care, diabetes in health and social care, dementia awareness training and Oliver McGowan training. Compliance in all these training modules was over the provider’s 85% target.

People who used the service told us they were treated as individuals and that staff took their needs and preferences into account during imaging procedures, they felt listened to and valued as individuals and were given tailored advice. Patients said staff explained the scans clearly and in a way they could understand. Where possible rotas were organised around patient demand allowing for care to be responsive.

The service promoted patient’s independence, so patient knew their rights and had choice and control over their own care, treatment and wellbeing.

Patients told us they were given sufficient time to settle before imaging procedures began and that staff supported them while preparing for their scans. One patient said they appreciated being able to have their scan on the same day as their consultation, as it would have been difficult for them to return at another time.

Patients did not feel pressured into treatment and described the decision-making process as collaborative, with staff ensuring they understood risks, benefits and expected outcomes. Patients told us they were actively involved in their decision about proceeding with a scan or Xray.

The staff listened to and understood patient’s needs, views and wishes. Staff responded to patient’s needs in the moment and acted to minimise any discomfort, concern or distress.

The service sought feedback from patients in a number of ways, through patient surveys, looking at online reviews and holding a patient forum. From the feedback given a “you said we did” poster was published showing what improvements had been made. For example, patients reported having nowhere to place their valuables when having a DEXA scan. The service purchased individual boxes for patients to store their valuables as a result.

Staff gave patients and those close to them help, emotional support and advice when they needed it. They were empathetic and considerate of the stress of a scanning environment.

The provider ran a monthly patient forum open to all patients across the provider group. In the meeting minutes from May 2026 a patient shared positive feedback from their diagnostic imaging appointment. They said the radiographers were reassuring and made them feel comfortable throughout the appointment.

The provider held a bi-monthly patient experience meeting which included discussions around the diagnostic service. We reviewed the minutes for the meeting in May 2026. Patient satisfaction was reviewed and included any informal complaints and feedback. Online reviews were collated and discussed. The meetings noted that the diagnostic service did not have a patient feedback tracker like other services within the provider, and it was agreed this would be looked into and implemented if possible. This action had not been completed at the time of our inspection.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Senior leaders demonstrated a commitment to promoting staff wellbeing and supporting staff to deliver person-centred care. The meeting minutes we reviewed showed leaders discussed supporting staff through a transition period which included introducing a new leadership role to support the outpatient centre which included the diagnostic service. Previous actions on the action log were to review long service awards and introducing employee of the year.

Staff were able to provide feedback, raise concerns and suggest ways to improve the service or staff experiences and could expect a response. The service produced a “you said we did” poster following staff feedback which showed what action had been taken. For example, the creation of a new role to provide additional clinical management support. Staff were also encouraged to engage with the staff forum to reflect their views and thoughts.

The hospital director introduced a monthly drop-in hour for staff who might wish to speak with him confidentially. Dates and times were published in advance. The hospital director told us this had been successful and had been a positively way to interact with staff.

Staff gave examples of the support they had received from leaders and line managers and told us they were happy with the level of support.