OCL Vision

Updated 11 August 2023

OCL Vision is operated by Ophthalmic Consultants of London Limited. The service opened in 2019. It is a private service located on New Cavendish Street in the city of Westminster London. The services treated adults over the age of 18 in line with their statement of purpose and did not see NHS patients.

Ophthalmic Consultants of London Limited is a consultant led and run specialist ophthalmic clinic. OCL Vision offered a range of services such as laser eye surgery, cataract surgery, refractive lens exchange, corneal transplant, corneal collagen crosslinking, iris implant, implantable collamer lens (ICL) surgery, reading vision correction, keratoconus treatment, glaucoma treatments, intravitreal injections, blepharoplasty, ptosis surgery, eyelid laxity surgery, surgery to remove eyelid cysts and retinal procedures including vitrectomy. The number of surgeries between the reporting period of June 2022 and May 2023 was 2524.

Patients self-referred for treatment and all appointments were scheduled ahead of time. The service did not offer walk in appointments. Of the patients attending the service 68% were self-paying and 31% of patients were insured for their procedure, 1% of patients obtained treatment through their embassy. All appointments were outpatient appointments and there were no facilities to stay overnight which was appropriate for this type of service.

The main services provided were surgery and outpatients.

The service had a registered manager in post since January 2019.

Updated 11 August 2023

This was the first time we rated this service. We rated it as good because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risk to patients, acted on them and kept good care records. They managed medicines well. The service had policies in place to manage incidents well and practice shared learning.
• Staff provided care and treatment based on national guidance and evidence-based practice. Managers monitored the effectiveness of the service and recorded good outcomes for patients. Managers ensured staff were competent in their roles. Patients were given pain relief when required. Staff worked well together for the benefit of patients and supported them to make decisions about their care.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to take account of patient’s individual needs and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait long for treatment.
• Leaders ran services well using reliable information systems. Staff understood the service’s vision and values and demonstrated this in their work. Staff felt respected, supported and valued. They were focused on the needs of the patient receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and all staff were committed to continual improvement.

We found the following outstanding practice:

• Clinical outcomes were consistently better than the national average, specifically the PCR (posterior capsule rupture) rate in patients undergoing cataract surgery which was 0.1%.
• There were no surgical infections to date and the overall complication rates for all procedures were very low.
• There were systems in place including governance structure, policy management, audits and competencies for clinical staff and allied health professionals that were continuously monitored, with any updates and learnings communicated widely amongst staff. Ensuring high quality care in accordance to best practice.
• The service prioritised innovation to ensure they had the latest equipment for treatment and the latest technology to provide patients with a greater service user experience.

Updated 11 August 2023

This was the first time we had inspected and rated this service. The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. The service managed safety incidents well and learned lessons from them. Staff collected safety information and used it to improve the service.

• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Key services were available five days a week.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.

Updated 11 August 2023

This was the first time we inspected this service. We rated it as good because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment, suitable refreshments, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients supported them to make decisions about their care, and had access to good information. Key services were available five days a week.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.