Lister House Iced Limited

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 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 significant 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.

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.

The clinical director took an active involvement in the training of postgraduate dentists to specialist and consultant grades. He was Chair of the Advisory Board in Primary Dental Care and had been appointed the Lead Examiner for the Membership in Advanced General Dental Surgery (MAGDS) at the Royal College of Surgeons of Edinburgh. They held advisory roles to dental bodies in several countries, including the Middle East and Asia. In addition, the clinical director provided free teaching, monetary contributions and clinical work in developing countries such as Nepal, on an annual basis.

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, a complimentary secure limousine car would be offered to patients who had undergone significant surgical treatments and did not have access to their own transport.

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

Staff feedback was obtained through daily huddle meetings 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.

The practice had systems to gather feedback from patients, through the use of feedback cards.

The practice had taken steps to improve environmental sustainability. For example, by recycling where possible and switching off lights and equipment when not in use.

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.