We carried out an announced comprehensive inspection on 22 February 2016 to ask the practice the following key questions; Are services safe, effective, caring, responsive and well-led?

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

Devonshire House Copley is part of the Devonshire House Dental Practice in Cambridge City, offering private dental treatment to adults and children and is located on a business park, in the village of Babraham, three miles from the main practice. One dentist, accompanied by a dental nurse holds a clinic once a week at the practice for their patients. Appointments are available from 8am to 2pm.

The majority of the managerial and organisational functions are held within the main practice (Devonshire House Dental Practice) building. The practice consists of one treatment room, patient waiting area, staff kitchen and an office for the financial team (which supports both practices). It also has a purpose built laboratory; this enables the laboratory technicians to assist the dentists for emergency repairs to dentures.

There are six dentists that are partners and they hold the managerial and financial responsibility for the practice. To staff both the main practice and this location they employ six associate dentists, six hygienists, nine laboratory technicians, and one laboratory assistant. There are twenty-two trained dental nurses, one treatment co-ordinator, and one marketing manager. There is a practice manager, a reception and a financial manager. A team of ten receptionists and administrators including a care co-ordinator supports the clinical and management teams. Three members of staff form the financial team for both practices and with eight of the nine laboratory staff are based within the building.

The practice operates over two floors. The ground floor of the practice has one treatment room, reception and waiting area, office space for three team members, storage for plaster dental models and staff kitchen facilities. There is a toilet suitable for patients with disabilities.

On the first floor, which is not accessible to patients, there is a large laboratory, plaster room; compressor room and an office where the staff are able to manage administrate work.

There is a car park with disabled spaces available.

The practice manager 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’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the practice is run.

Our key findings were:

• Staff had awareness and knew the processes to follow in order to raise any concerns regarding safeguarding of children and vulnerable adults.
• Staff had been trained to deal with medical emergencies and appropriate medicines and life-saving equipment were readily available and accessible.
• Infection control procedures were in place and staff had access to personal protective equipment.
• Patients’ care and treatment was planned and delivered in line with evidence based guidelines and current legislation.
• Patients received clear explanations about their proposed treatment, costs, benefits, and risks and were involved in making decisions about them.
• Patients were treated with dignity and respect and confidentiality was maintained.
• The appointment system met the needs of patients and waiting times were kept to a minimum.
• The practice staff felt involved and worked as a team.
• Services were limited at the practice, however, the practice was part of a large specialist practice within three miles.

There were areas where the provider could make improvements and should:

• Review fire procedures to incorporate regular fire evacuation drills to ensure that patients and staff are kept safe.