Billericay Dental Care

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 found this practice was providing well-led care in accordance with the relevant regulations and had taken into consideration appropriate guidance.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

The judgement for Shared direction and culture is based on the latest evidence we assessed for the Well-led key question.

The judgement for Capable, compassionate and inclusive leaders is based on the latest evidence we assessed for the Well-led key question.

The judgement for Freedom to speak up is based on the latest evidence we assessed for the Well-led key question.

The judgement for Workforce equality, diversity and inclusion is based on the latest evidence we assessed for the Well-led key question.

The practice had a governance system overseen by a knowledgeable and empowered practice manager, business manager and a supportive provider that included policies and procedures, which were accessible to staff and were reviewed on a regular basis.

Systems and processes were embedded, and the inspection did not highlight any issues or omissions.

Staff were aware of the importance of protecting patients’ personal information. Staff password protected patients’ electronic care records, and paper records were stored securely and complied with General Data Protection Regulations. Electronic tablets were used to store signed documents electronically in patient records, this helped to improve data security.

Relevant policies and protocols were in place for the use of closed-circuit television (CCTV).

There were effective processes for identifying and managing risks, investigating incidents and accidents, and for receiving and acting on safety alerts.

The practice had systems and processes for learning, quality assurance and continuous improvement. This included undertaking audits according to recognised guidance.

Concerns and complaints were responded to appropriately, and outcomes were discussed to share learning and for improvement.

We noted innovative approaches to providing person centred care. For example, staff had undertaken oral health education courses and the practice had introduced ‘Tooth Fairy Days’ designed to make dental visits fun, engaging and memorable for children. During these events the staff team dressed in fairy wings to create a magical atmosphere for young patients. Alongside these events the practice team visited local preschools and schools to deliver talks, discuss healthy diets and overall dental wellbeing. The practice team had been finalists in a number of oral health awards and the principal dentist was a recent winner of the Dentistry Next Top Digital Dentist award, refining workflows, promoting staff training and awareness and embedding digital into the practice. In addition, the practice team had charity champions. Staff undertook fundraising for a range of local charities, these included raising over £1000 for a women’s refuge, gathering supplies for a food bank and bringing a walking pad into the practice and raising funds walking for oral cancer research.

Staff had clear responsibilities, and systems of accountability to support good governance.

Staff feedback was obtained through meetings, surveys, and informal discussions. They were encouraged to offer suggestions for improvements to the service, and they said these were listened to and acted upon, where appropriate. For example, staff told us, “We have very regular communication which is really helpful. We have a huddle every morning where we can openly discuss any concerns, but we also share wins in these meetings every day without fail which sets us up positively for the day. We also have monthly meetings, this includes a full team meeting where we all have lunch together and discuss challenges, concerns and wins, then separate team meetings throughout the month, for example social media teams, reception teams,” and “Being a trainee dental nurse, I have regular check in’s with the clinical lead and practice manager which is used to track my progress and to receive feedback on how I can develop further. I find this very helpful as it helps me to realise the weaker areas that I may have not picked up on myself, therefore leading to me widening my skill set and refining those that I already have.”

The practice gathered feedback from patients, the public and external partners, and responded accordingly. Patient suggestions were encouraged and the practice reviewed and responded to feedback.

The practice had taken steps to improve environmental sustainability. For example, reducing the use of paper for printing by having electronic patient records and governance systems, recycling and conserving energy by turning heating and lights off when not in use and reducing their electronic and heating footprint wherever possible. Staff told us, “We have single heating/cooling systems in each room which means if a room is not in use, then it is not using any energy. We also turn lights off in all rooms that are not in use to save energy.” We were told “Almost all the lighting is Light-Emitting Diode or LED based and we try to minimise the amount of waste we put into the clinical waste which has to be destroyed by incineration.”

The judgement for Partnerships and communities is based on the latest evidence we assessed for the Well-led key question.

The judgement for Learning, improvement and innovation is based on the latest evidence we assessed for the Well-led key question.