Vie Aesthetics Holborn

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 clinic location 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and people’s needs.

We saw evidence from staff meeting minutes and the provider’s staff newsletter that all staff contributed to the development of the provider’s vision and strategy, which was kept under review. This was confirmed by staff we spoke with.

The provider had inclusive leaders who understood the context in which it delivered care, treatment and support. They had the skills, knowledge, experience and credibility to lead effectively, with integrity, openness and honesty.

The team was small and worked closely and effectively to provide high-quality care. Staff told us leaders were approachable and responded to any concerns raised.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. It had a whistleblowing policy, which gave staff guidance on how to confidently raise concerns with managers. There was a named freedom to speak up lead, allowing staff to discuss any issues outside the management chain.

The provider valued diversity in their workforce. It operated an inclusive and fair culture by improving equality and equity for people who work for them.

The provider had a detailed equality and diversity policy, covering both service provision and recruitment, staffing and employment issues. It demonstrated a commitment to provide an inclusive and supportive culture for people using the service, staff and visitors. We saw evidence of reasonable adjustments made to support people using the service and in relation to staff.

Staff 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 share this securely with others when appropriate.

The provider had a comprehensive clinical governance policy covering its operational procedures and identifying staff roles and responsibilities. We saw the records of monthly clinical governance review meetings. There was a standing agenda for these meetings of items such as incidents and treatment complications, complaints, and safety alerts. Other matters included a review of the provider’s risk register, audits, patients declined as unsuitable, and health and safety issues.

There was a range of other scheduled meetings involving clinical and administrative staff at both the clinics to share information. We saw the provider issued a weekly newsletter informing staff of issues and developments as well as including a note of task reminders.

Staff told us they were supported by leaders and managers. The provider had a range of governance policies, which we saw were reviewed and updated according to a planned schedule. Staff could access all policies and procedures.

Staff took patient confidentiality and information security seriously. The provider was registered as a data controller by the Information Commissioner’s Office and had a detailed information governance policy. This set out staff roles and responsibilities and mandatory training requirements. We saw staff training was up to date.

The provider understood its duty to collaborate and work in partnership, so services worked seamlessly for people. People were asked to share details of their GPs so that information regarding their treatment, where relevant, could be shared. Where necessary, people were referred on to secondary care providers and specialists.

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

The provider carried out a range of clinical and other audits to assess performance and identify where improvements might be made. The medical director worked at both the Holborn clinic and the main clinic in Essex. This provided the opportunity for reciprocal shadowing and reviewing other clinicians’ work. The whole clinical team met on a weekly basis to discuss cases and share learning and good practice. We saw evidence that clinical supervision meetings and appraisals were conducted.

The provider also closely monitored people’s feedback and carried out surveys relating to specific aspects of the service.

We saw the provider’s detailed business plan to expand the service and drive improvement over the next 3 years, with identified priority objectives.