Croydon Cosmetic 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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture

This is the first inspection for this service since its registration with CQC. This key question has been rated as Good.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The clinic’s ethos was displayed on their website. The clinic aspired to provide the best standard of care to every client. The clinic was client-focused but took a highly responsible approach to the services it delivered.

The leadership of the service had the capacity and skills to deliver high-quality, sustainable outcomes. They were knowledgeable about issues and priorities relating to the quality and future of services, including changes within the medical aesthetic sector.

The Freedom to Speak up arrangements were appropriate to the range of services provided and the small team delivering these services.

Although there had been no Freedom to Speak Up concerns raised previously, information was available for staff as to who to approach and how to raise an issue should the need arise.

Staff valued and celebrated diversity in their workforce and the medical aesthetic sector. Policies and procedures to promote equality and diversity were in place and staff also received annual training relating to equality, diversity and inclusion.

The clinic had clear responsibilities, roles, and systems of accountability and governance. The governance arrangements were generally appropriate to the range of services provided and the small team delivering these services.

Although the service had only a small team, regular meetings were held and learning and actions documented and recorded. Staff took patient confidentiality and information security seriously.

During the inspection, we identified some areas that were not effectively covered by the service’s internal governance processes. The service leadership responded positively and sent evidence of improvement shortly afterwards.

This quality statement, which is about engagement within the NHS and with community organisations, is not relevant for this clinic private aesthetic clinic.

Staff engaged with the sector, peers and partners to share learning.

There was a focus on learning and improvement. Staff were able to describe ways that the service had been improved using information from different sources, including patient feedback. For example, following a complaint, information about potential side effects of a treatment were made clearer.

There was a focus on improving safety within the medical aesthetic sector. The service is included on an accredited register of doctors, nurses and dentists who provide non-surgical cosmetic treatments to certain standards. The register organisation offers peer-learning opportunities for services and campaigns for higher standards and to improve patient understanding of treatments.