Willows Dental & Implant Centre

We carried out this announced inspection on 6 November 2019 under section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. We planned the inspection to check whether the registered provider was meeting the legal requirements in the Health and Social Care Act 2008 and associated regulations. The inspection was led by a Care Quality Commission, (CQC), inspector who was supported by a specialist dental adviser.

To get to the heart of patients’ experiences of care and treatment, we always ask the following five questions:

• Is it safe?

• Is it effective?

• Is it caring?

• Is it responsive to people’s needs?

• Is it well-led?

These questions form the framework for the areas we look at during the inspection.

Our findings were:

Are services safe?

We found this practice was providing safe care in accordance with the relevant regulations.

Are services effective?

We found this practice was providing effective care in accordance with the relevant regulations.

Are services caring?

We found this practice was providing caring services in accordance with the relevant regulations.

Are services responsive?

We found this practice was providing responsive care in accordance with the relevant regulations.

Are services well-led?

We found this practice was providing well-led care in accordance with the relevant regulations.

Background

Willows Dental & Implant Centre is in Wolverhampton and provides NHS and private dental care and treatment for adults and children.

There is level access to the practice for people who use wheelchairs and those with pushchairs. Car parking spaces, including dedicated parking for people with disabilities, are available near in the practice car park.

The dental team includes seven dentists, five dental nurses, two dental hygienists, two receptionists and a treatment co-ordinator. The management team consists of an assistant practice manager, a clinical manager and the practice manager, all of whom are qualified dental nurses. The practice has seven treatment rooms.

The practice is owned by an individual who is the principal dentist there. They have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated regulations about how the practice is run.

On the day of inspection, we collected 33 CQC comment cards filled in by patients.

During the inspection we spoke with four dentists, three dental nurses, one dental hygienist and the practice manager. We looked at practice policies and procedures and other records about how the service is managed.

The practice is open:

Monday, Wednesday, Thursday and Friday from 8.30am to 6pm.

Tuesday from 8.30am to 8pm.

Our key findings were:

• The provider had effective leadership and a culture of continuous improvement. There was an experienced and enthusiastic management team that supported the principal dentist.
• The practice appeared to be visibly clean and well-maintained.
• The provider had infection control procedures which reflected published guidance.
• Staff knew how to deal with emergencies. Appropriate medicines and life-saving equipment were available with the exception of a paediatric ambubag and clear face masks. These were ordered during the inspection.
• The provider had systems to help them manage risk to patients and staff. We found that Hepatitis B vaccine records were held for three members of staff, however these did not specify the immunity level or status. Risk assessments were implemented during our inspection and assurance was given that this information would be sought.
• The provider had safeguarding processes and staff knew their responsibilities for safeguarding vulnerable adults and children.
• The provider had staff recruitment procedures which reflected current legislation.
• The clinical staff provided patients’ care and treatment in line with current guidelines.
• Staff treated patients with dignity and respect and took care to protect their privacy and personal information.
• Staff provided preventive care and supported patients to ensure better oral health. We were shown individualised plans to support patients with their oral health needs such as providing patients with a book to help them stop smoking.
• The appointment system took account of patients’ needs. The practice is open until 8pm on Tuesdays to accommodate patients that are unable to attend during daytime hours.
• Staff felt involved and supported and worked as a team. The provider actively listened to the staff needs and encouraged development within the practice.
• The provider asked staff and patients for feedback about the services they provided.
• The provider dealt with complaints positively and efficiently.
• The provider had information governance arrangements.