Alliance Dentistry

We carried out this announced inspection on 19 June 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 CQC inspector who was supported by a specialist dental adviser and an additional CQC inspector.

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

Are services effective?

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

Are services caring?

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

Are services responsive?

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

Are services well-led?

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

Background

Alliance Dentistry is in Ludlow, South Shropshire and provides private treatment to adults and children. Services provided include orthodontics and implants.

There is level access for people who use wheelchairs and those with pushchairs. Access to the treatment rooms is via stairs or a lift. Designated off road car parking spaces, including one for blue badge holders, are available near the practice.

The dental team includes five dentists, five dental nurses, three dental hygienists, one receptionist, two cleaners and one company secretary. The practice has three treatment rooms.

The practice is owned by an organisation and as a condition of registration must have a person registered with the Care Quality Commission as the registered manager. Registered managers have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated regulations about how the practice is run. The registered manager at Alliance Dentistry is the principal dentist. A registered manager is legally responsible for the delivery of services for which the practice is registered.

On the day of inspection, we collected 44 CQC comment cards filled in by patients and spoke with one other patient.

During the inspection we spoke with two dentists including the principal dentist, two dental nurses, one dental hygienist and one receptionist. We looked at practice policies and procedures and other records about how the service is managed.

The practice is open:

Monday to Saturday from 8am to 6pm.

The practice is closed on Sunday.

Our key findings were:

• The practice appeared 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.
• The practice had systems to help them manage risk to patients and staff.
• The provider had suitable safeguarding processes and staff knew their responsibilities for safeguarding vulnerable adults and children.

• The provider had thorough staff recruitment procedure. As part of the recruitment procedure, a structured induction process was followed for all staff with exception of the most recent two employees. The provider sent us evidence within 48 hours of inspection that the induction process had been completed for all staff.
• 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 were providing preventive care and supporting patients to ensure better oral health.
• The practice offered extended hours appointment opening until 6pm Monday to Friday and opening on Saturdays for patients that preferred to be seen outside of work hours.
• The provider had effective leadership and culture of continuous improvement.
• Staff felt involved and supported and worked well as a team.
• Team work was enhanced by quarterly ‘away days’.
• Staff embedded the practice values.
• The provider asked staff and patients for feedback about the services they provided.
• The provider dealt with complaints positively and efficiently.
• The provider had suitable information governance arrangements.

There were areas where the provider could make improvements. They should:

• Review the systems for checking and monitoring electrical equipment taking into account current national guidance and ensure that all equipment is well maintained.