We carried out this announced inspection of Downham Market Dental Care 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. A CQC inspector, who was supported by two specialist dental advisers, led the inspection.

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 well-led care in accordance with the relevant regulations.

Background

Downham Market Dental Care is a well-established practice that provides mostly NHS treatment to patients of all ages. The dental team includes six dentists, ten dental nurses, three receptionists and a practice manager. A hygienist visits a couple of days a month.

The practice has six treatment rooms and is open on Mondays to Fridays from 9am to 5pm. In addition to this, it opens on a Tuesday and Thursday until 6.30pm, and on alternate Saturday mornings.

There is level entry access for people who use wheelchairs and fully enabled toilet facilities. At the time of our inspection, the downstairs patient waiting room was in the process of refurbishment to enlarge it.

The practice is owned by Clacton Dental Care Ltd 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 Downham Market Dental Care is the operations and business manager for the company.

On the day of our inspection we collected 21 comment cards filled in by patients, we also spoke with another four during our inspection.

During the inspection, we spoke with five dentists, three dental nurses, the practice manager, the operations and business manager, and a receptionist. The provider’s clinical director was also present at the inspection. We looked at the practice’s policies and procedures, and other records about how the service was managed.

Our key findings were:

• Most patients were very happy with the quality of their treatment and the staff who delivered it. However, some patients told us they were unhappy with the high turnover of dentists at the practice, and the frequent changes in appointment times that this had caused on occasion.

• The practice had systems to help ensure patient safety. These included safeguarding children and adults from abuse, maintaining the required standards of infection prevention and control, and responding to medical emergencies.

• Risk assessment was robust and action was taken to protect staff and patients.

• Patients received their care and treatment from well supported staff, who enjoyed their work.

• Opening times were good and the practice offered extended hour opening two evenings a week, and on alternate Saturdays.

• Patients’ needs were assessed and care was planned and delivered in line with current best practice guidance from the National Institute for Health and Care Excellence (NICE) and other published guidance. Members of the dental team were up-to-date with their continuing professional development and supported to meet the requirements of their professional registration.

• There was a clear leadership structure and staff felt supported and valued by the practice manager. The practice proactively sought feedback from staff and patients, which it acted on.