Ness Aesthetics 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

The service was well managed. The clinician who owned the service had clear and effective governance processes, which supported the safe delivery of care. Staff were clear on their individual responsibilities and knew who was accountable for each aspect of the service. Governance played a key part in meetings and audits and processes were discussed at regular meetings with other local providers. The clinician was clear about their roles and responsibilities.

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 clinician who owned the service talked about their values. They wanted to provided person centre care based on excellence, integrity, innovation, and collaboration. To achieve this, they would continue to focus on training and staying up to date with the latest technologies and best practice in aesthetics.

The clinician who owned the service had a clear vision for the service. These included patient safety, community engagement, growth, and sustainability. They had a policy in place for achieving this and were committed to continuing to follow this going forward.

The clinician who owned the service had the experience, capacity, and capability to ensure the organisational visions were delivered, and risks were well managed. They were knowledgeable about issues and priorities for the quality and future of the service.

The clinician attended as many training courses as they could to improve their knowledge and skills. They wanted people to receive high levels of treatment from someone who was confident in their practice.

The clinician who provided the service worked alone but had created a local and regional support network among other aesthetics providers and national oversight organisations, so they had people to speak to and raise concerns if appropriate.

The clinician understood the need for people to speak up. Although they had no employees, they encouraged people using the service to speak up if they needed to.

The clinician who owned the service had capacity within the service to take on new people without increasing staffing. They owned the clinical area which was adequate for their needs.

The service had an equality and diversity policy. We saw evidence the clinician who owned the service had completed equality and diversity training.

The clinician managed governance well. They did this through quality assurance activities and clinical audits. The practice used digital services securely and effectively and conformed to relevant digital and information security standards. There were clear arrangements in place for the availability, integrity and confidentiality of data, records, and data management systems.

The clinician who owned the service had established governance processes that were appropriate for their service. They held regular meetings with another aesthetics provider to review and comment on each other’s audits, discuss clinical concerns and good practice. The clinician recorded any actions arising from these meetings put them into practice. For example, people had identified that they would like more flexibility in opening hours, and this had been actioned. The clinician who owned the practice took patient confidentiality and information security seriously.

People were positive about being able to access this type of service in their local area. They found the clinician benefitted from living locally and understanding the local area.

The clinician who owned the service talked about the links they had made in the local community and the positive aspect this had on their work.

We did not receive any feedback from partners, but the clinician showed us evidence of the people and organisations they worked with. The score for this quality statement is based on this evidence.

The clinician who owned the service engaged with people, communities, and partners to share learning with each other that resulted in continuous improvements to the service. They used these networks to identify new or innovative ideas that can lead to better outcomes for people.

The clinician who owned the service was passionate about providing a high level of care and treatment to people. They saw learning as an inclusive part of the service they provided and took every opportunity to use this for quality improvement.

The clinician considered all levels of feedback to ensure they were continually learning and improving. For example, equipment was replaced following feedback to ensure it could be used for a range of people no matter what their weight or size.