NR Aesthetics and Skin Ltd Also known as NR Aesthetics & Skin

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 had established effective governance arrangements including policies and procedures which supported the safe delivery of care. Regular meetings with aesthetic providers and organisations were undertaken to drive service improvement. There was a culture of continuous learning and a proactive approach to feedback.

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 had a clear vision for the service which included being recognised as a respected and trusted medical practitioner in the aesthetics industry; offering a holistic approach to restoring and enhancing service users’ confidence and overall well-being naturally. They were committed to delivering high-quality care and achieving exceptional outcomes that prioritise safety, integrity, and service user satisfaction. In addition to the vision, the clinician had defined a set of service values and aims which included patient-centred care, integrity and trust, excellence and safety, delivery of exceptional outcomes, and commitment to sustainability. The clinician had developed a detailed strategy to support the delivery of the vision, values and aims which was monitored to assess progress.

The clinician 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 had a strong focus on continually improving their knowledge and skills. They wanted people to

receive high-quality care from a ‘safe pair of hands.’

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 and although they had no employees, they had developed an appropriate Freedom to Speak up service policy.

The clinician had received training in equality and diversity and understood the principles of the Equality Act 2010. The clinician had capacity within the service to take on new service users without increasing staffing. They owned the clinical area which was adequate for their needs.

The clinician managed governance well. They did this through quality assurance activities and clinical audits. Digital services were used securely and conformed to information security standards. There were clear arrangements in place for the availability, integrity and confidentiality of data, records, and data management systems. The clinician had established governance policies and processes that were appropriate for their service. They held regular meetings with another aesthetics provider to cross audit; and discuss service user treatments and good practice. We saw evidence of minutes of these meetings. There were effective arrangements for identifying, managing, and mitigating risks including risk assessments and a business continuity plan.

The clinician provided us with examples of people and organisations they worked with. For example, the clinician had met with a local MP to raise awareness about unregulated activities in the aesthetics industry which put people at risk; and engaged with local business networking events. The clinician had also participated in a social media live event with a menopause specialist. The partnership working enabled the clinician to identify new or innovative ideas to develop the service and improve outcomes for people.

The clinician had a strong focus on continuous learning and improvement. They were involved with various projects with national aesthetic organisations such as the development of education and training competencies and formal peer review protocols for the British Association of Medical Aesthetic Nurses (BAMAN). The clinician was proactive with regards to service user feedback and provided us with examples of implementing changes in response to feedback. Examples included extended clinic hours; an online booking system; a new scheduling system to reduce waiting times; and improved information on the clinic website with detailed information on the treatments offered at the service, potential side effects of treatments, and frequently asked questions.