Oak Hill Dental Practice

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.

We found staff to be open to discussion and feedback. The provider demonstrated a transparent and open culture in relation to people’s safety. Staff told us there was strong leadership with emphasis on people’s safety and continually striving to improve. The provider showed a commitment to learning and improvement and valued the contributions made to the team by individual members of staff. For example, we saw evidence of employee development which aligned with the practice’s long-term goal of having a practice manager to oversee compliance matters, staff management and other management functions. Staff told us they had clear responsibilities, roles and systems of accountability to support good governance and management. Feedback from staff was obtained through meetings, surveys, and informal discussions. Staff were encouraged to offer suggestions for improvements to the service, and they said these were listened to and acted upon, where appropriate. Staff stated they felt respected, supported and valued. They were proud to work in the practice. We saw the practice had effective processes to support and develop staff with additional roles and responsibilities. Staff told us how they collected and responded to feedback from patients, the public and external partners. For example, staff discussed the results of the most recent patient satisfaction survey and how the results would be used to improve non-clinical and clinical care at the practice. The practice had taken steps to improve environmental sustainability. For example, the treatment planning process used digital technology. Staff described the practice as “family”, they were generally happy and told us they had no issues in raising concerns.

Systems and processes were embedded, and staff worked together in such a way that the assessment did not highlight any significant issues or omissions. Where the assessment identified areas which required improvement these were rectified immediately. The practice had information governance arrangements and 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. We observed that digital touch screen devices were in use at the practice which meant that patients were now able to complete or update their medical history, view estimates, review consent forms and make signatures. We saw there were processes for identifying and managing risks, issues and performance. The practice had systems to review and investigate incidents and accidents, and for receiving and acting on safety alerts. The practice responded to concerns and complaints appropriately. Staff discussed outcomes to share learning and improve the service. The practice had systems and processes for learning, quality assurance and continuous improvement. This included undertaking audits according to recognised guidance. We saw that audits for Implants, radiography and record keeping for sedation patients had resulted in improvement. Other audits included infection and prevention control, handwashing, mouth cancer and record keeping. We noted innovative approaches to providing person centred care. For example, the provider offered a “one-stop” shop approach like dental practice whereby patients could access a variety of dental procedures in house. In January 2025 an endodontist (dentist who specialises in root canal treatment) will join the practice.

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.