The Care Quality Commission
  • Doctor
  • Independent doctor

Fortius Clinic

Overall: Outstanding read more about inspection ratings

17 Fitzhardinge Street, London, W1H 6EQ (020) 3693 2115

Provided and run by:
Fortius London Limited

All Inspections

6 July 2023

During a monthly review of our data

We carried out a review of the data available to us about Fortius Clinic on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.

This could change at any time if we receive new information. We will continue to monitor data about this service.

If you have concerns about Fortius Clinic, you can give feedback on this service.

03/10/2019

During a routine inspection

This service is rated as Outstanding overall.

The key questions are rated as:

  • Are services safe? – Outstanding
  • Are services effective? – Good
  • Are services caring? – Good
  • Are services responsive? – Good
  • Are services well-led? – Outstanding

We carried out this comprehensive inspection at Fortius Clinic on 3 October 2019 as part of our inspection programme.

The Chief Operating Officer is the registered manager. A registered manager is a person who is registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’ who have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run. The service is registered with the Care Quality Commission (CQC) to provide the regulated activities of diagnostic and screening procedures and treatment of disease, disorder or injury.

Our key findings were:

  • The service had comprehensive systems in place to monitor the quality and safety of the service and had a clear vision and strategy to deliver high quality care for patients. There was a clear governance framework in place, underpinned by policies and procedures which were understood and followed by staff.
  • Leaders understood and managed the priorities and issues the service faced. They were visible and approachable in the service for patients and staff. They supported staff to develop their skills and take on more senior roles.
  • There were clearly defined systems, processes and practices to minimise risks to patient safety and there was a genuinely open culture to reporting and acting on concerns. All staff were involved with the learning from incidents and this learning was also shared with the wider service. When things went wrong, staff apologised and gave patients honest information and suitable support.
  • There was a quality improvement programme in place to monitor and improve outcomes for patients, and staff we spoke with were committed to providing high quality care. There was a regular programme of clinical audits and the findings were discussed in team meetings and shared with appropriate staff.
  • People were cared for by staff who had the necessary skills and competencies. All staff were up to date with mandatory training.
  • Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. An open culture where patients, their families and staff could raise concerns without fear was evident.
  • Leaders and staff actively and openly engaged with patients, staff, equality groups, the public and local organisations to plan and manage services. They collaborated with partner organisations to help improve services for patients.
  • All staff were committed to continually learning and improving services. They had a good understanding of quality improvement methods and the skills to use them. Leaders encouraged innovation and participation in research.
  • Staff kept detailed records of patients’ care and treatment. Records were clear, up to date and easily available to all staff providing care.
  • Systems and processes were in place to ensure that patients were treated with compassion, dignity and respect and they were involved in decisions about their care and treatment.
  • The service had good facilities and was well equipped to treat patients and meet their needs. The design, maintenance and use of facilities, premises and equipment kept people safe.
  • The service was responsive to peoples’ needs, offering weekend appointments on an as needed basis and the ability to book appointments via a dedicated app which was available to download.

We saw the following outstanding practice:

  • Staff described a positive culture and there was a genuinely open and transparent approach to raising concerns and responding to risks. Staff were complimentary about the leadership and felt well supported to develop within their roles.
  • The service had implemented a bespoke software solution to ensure that established pathways were followed, and outcomes collected.
  • Staff worked especially hard to make the patient experience as pleasant as possible by responding to the holistic needs of their patients. Staff went above and beyond for their patients.
  • Audit processes were embedded within the clinic and the provider’s other services and we saw how this drove quality improvement and patient safety.
  • There was a continual drive to further improvement with flexibility to redesign service delivery to meet new challenges.
  • We saw innovation and a commitment to engage with others to highlight and share best practice.

Dr Rosie Benneyworth BM BS BMedSci MRCGP

Chief Inspector of Primary Medical Services and Integrated Care

20 February 2013

During a routine inspection

People who use the service told us that staff were 'respectful' and 'pleasant'. They were provided with information about the services on offer. Consultations took place in private rooms and translation services were available if needed.

When people first arrived at the clinic they were greeted by receptionists who confirmed appointments and escorted to the waiting area. Medical histories were taken before people were treated and information about aftercare was provided. Staff had been trained in what to do in a medical emergency and there were emergency drugs and equipment available.

Staff had completed training on safeguarding vulnerable adults and child protection. The registered manager had set up e-learning training in safeguarding vulnerable adults for staff to complete and was monitoring their awareness of this subject. There was a policy and procedure in place for how to report any concerns, including to the local authority.

When staff started at the service they received an in-house induction that included reading all the policies and procedures. Staff undertook mandatory training on an annual basis that included what to do in a medical emergency. All staff had annual appraisals on their performance.

The service conducted audits to monitor the quality of the service it was providing. Regular people feedback questionnaires were completed. Accidents and incidents were logged, reviewed and changes made accordingly.