Dr Ed Robinson 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 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The vision and strategy were co-produced with staff, partners and people who use services. They closely reflected the diverse needs of people who use the service and meeting people’s expectations. Staff and leaders told us that their ethos was about making people feel better both physically and psychological, and they would discuss non-invasive options or healthy lifestyle choices as options or alternative to treatments. We saw evidence of this when reviewing treatment records.

The strategy and supporting objectives were stretching and challenging, but realistic and achievable. They had clear plans in place to expand and offer additional treatments which complimented services already available, in response to customer feedback.

All staff supported and collaborated in the service achieving the vision, values, and strategic objectives. All staff and people felt psychologically safe and empowered to speak up and raise concerns to help learn and improve. Staff were highly motivated and consistently felt well-supported by leaders.

The provider identified their main aim was to prioritise the users experience and outcomes, with a focus on continuous improvement. Equality and diversity and human rights approaches were embedded in everything the organisation undertook and understood by all staff. Preventative action was quickly taken and embedded in response to any workforce inequality issues. Staff responded to our survey saying they felt treated equally.

Staff and leaders actively monitored and anticipated current and future risks to delivering the strategy, including changes and new guidance and legislation associated with aesthetic procedures. All staff understood those and were actively engaged in action plans to prevent and manage these.Staff were encouraged and supported to submit ideas and suggestions to improve service delivery, and to develop in line with the organisations aims. For example, staff could identify new products and treatments, receive training in their use and implementation before offering them to service users, while being supported to do so by management and overseen by clinical leaders. This led to an increased in treatment choices that were on offer for people using the service, and gave staff ownership and responsibility over the development of the service.
 

Dr Ed Robinson Aesthetics had exceptionally inclusive leaders at all levels 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 always did so with integrity, openness and honesty.

Staff told us leaders in the service were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. Leaders encouraged staff development in their roles and upskilling, and continuously reviewed equipment, processes and treatment offers to make sure they were as good as they could be.
 

Dr Ed Robinson Aesthetics is an independent health service. They are a private treatment clinic with staff registered and trained appropriately.

The service fostered a positive culture where people felt they could speak up and their voice would be heard and they 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.
 

Dr Ed Robinson Aesthetics is an independent health service. They are a private treatment clinic, with staff trained in many disciplines of aesthetic treatments. This quality statement is not relevant for this service.

The service had clear responsibilities, roles, systems of accountability and strong governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance arrangements extended beyond regulatory compliance and were used as a tool for continuous improvement and innovation. Leaders demonstrated a highly proactive approach to quality assurance, routinely reviewing service performance against sector developments and emerging evidence to identify opportunities to enhance patient outcomes before concerns arose.
They had established robust governance processes that were appropriate for their service. Leaders and managers had direct areas of accountability and used service delivery information to analyse any potential areas of concern and areas where improvements could be made. They were proactive in using the most up-to-date sector research and evidence base in planning future service direction, treatment offers and staff development pathways.

Leaders actively sought external challenge and assurance through independent audits, specialist clinical oversight and engagement with professional networks. Learning from these sources was systematically incorporated into service development plans. This culture of continuous improvement and learning supported consistently high-quality care and positioned the service as an example of good practice within the sector.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. Staff at all levels were encouraged and empowered to contribute to quality improvement initiatives. Feedback from staff was actively sought, acted upon and routinely resulted in meaningful changes to systems, processes and service delivery. Staff could clearly demonstrate how their views influenced decisions and organisational priorities.

Comprehensive action logs including risk, complaints and other issues were maintained, with clear ownership, milestones and outcomes leading to improvements recorded. These included organising any risks and concerns by CQC regulations, with systems to report any issues in a timely manner. These are supported by quality frameworks designed to foster continuous improvement, such as reviews of medications, processes and treatments on offer, and reviews of alternatives which may become available which could provide better outcomes.

Staff could access all required policies and procedures and were supported to keep updated with any changes. Policies were reviewed and updated regularly, with clear ownership and accountability. Managers held regular meetings with staff, during which they discussed concerns and emerging risks. Managers clearly recorded any actions arising from meetings and ensured they shared these with staff.

Performance management processes are effective, reviewed regularly, and staff consistently perform their roles in line with best practice.
Staff took patient confidentiality and information security seriously and had processes in place to ensure that important details are confirmed at each point the service user moves between staff for identification purposes and to ensure confidentiality.
 

Dr Ed Robinson Aesthetics is an independent health service. Whilst this quality statement is not relevant for this service, it was led by a doctor registered with the GMC and an associate member of the British College of Aesthetic Medicine. They were supported by nurses and other doctors and consultants with specialist knowledge and were linked in with peers across the aesthetic industry to share learning and seek advice. They used these networks to identify new or innovative ideas that could 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, outcomes and quality of life for people. They actively contributed to safe, effective practice and research. The provider attended and contributed to industry-led conferences to ensure they were informed about new innovations and updated about changes to established procedures.