Mollie Elise 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

This is the first inspection for this service since its registration with CQC. This key question has been rated as 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. They told us their mission was to deliver safe, ethical, evidence-based aesthetic care that prioritises patient wellbeing, informed choice, and clinical excellence.

Feedback we reviewed confirmed that the objective was shared with patients accessing the clinic.

The registered manager was aware of new and evolving treatments which may in the future be under the scope of regulation by CQC.

The service had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

They understood national and local changes and challenges, including changes within the medical aesthetic sector and changes within regulation of medical aesthetics.

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

The provider had established Freedom to Speak up arrangements and staff were aware of how to raise concerns through the company policy. Although there had been no Freedom to Speak Up concerns raised previously, staff knew who to approach and how to raise an issue should the need arise.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. 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, systems of accountability and good governance appropriate to the range of services provided. 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.

Regular team meetings were held and learning and actions from meetings documented and recorded. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

Staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures.

Mollie Elise 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 that can lead to better outcomes for people.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe and effective practice.

Staff we spoke with were encouraged to further develop their careers and undertake any additional learning they required.