Dr Matla Aesthetics

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.

At our last assessment, we rated this key question as requires improvement. At this assessment, the rating has changed to good.
 

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 service had a shared vision, strategy and culture. The ethos was to build genuine trust with patients in meeting their wishes for cosmetic enhancements as part of a larger decision to improve the overall quality of their life. Patient feedback demonstrated good levels of satisfaction with their experiences of the service.

The lead doctor was knowledgeable about issues and priorities relating to the clinical quality and future of services. They understood the challenges and were addressing them. They were personable and approachable. They had commissioned an external company to support them in developing and embedding effective governance and assurance processes.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Arrangements were appropriate to the range of services provided and the small team delivering these services.

Staff were aware of how to raise concerns, and we saw examples where staff views were reflected in the implementation of improvements.
 

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 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had made several improvements to the governance arrangements since the last CQC inspection, which took place in April 2023. This included developing a new suite of policies and procedures and developing and embedding a set of risk assessments, assurance checks and audits to support the safe and effective delivery of care. They had purchased equipment and checked this remained safe and effective so they could respond to medical emergencies. All patients were issued with information about how to complain when they booked an appointment and the providers webpage also directed people on how to complain. We checked they had maintained their registration with the Information Commissioner Office (ICO) as required by law.

However, we did find the storage of policies and procedures did not effectively minimise the risk of staff inadvertently accessing historical policies and procedures, as version control was not effectively managed. The provider told us they would act upon this feedback after the inspection to reduce this risk by archiving old versions. The lead doctor held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. The lead doctor clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.
 

Dr Matla Aesthetics is a private aesthetic clinic. Whilst this quality statement is not relevant for this clinic, staff engaged with the sector, peers and partners to share learning. They used these networks to identify new or innovative ideas which could lead to better outcomes for people.

There was a focus on learning, improvement and sustainability. Quality improvement helped to provide assurance of the safety and quality of the service. The provider had acted upon all the feedback given at the last CQC inspection, which took place in April 2023, to improve the safety and assurance processes within the service. The provider had a focus on developing their skills and experience to better meet the needs of people who used the service. They continued to review new and innovative treatments to see if they were safe and appropriate to offer to patients who used the service.