Louise Bone speaks to Edd Jones about how practices can meet the well-led Key Line of Enquiry in a CQC inspection…
When it comes to being inspected by the CQC, it is often the well-led Key Line of Enquiry (KLOE) that many practices can find difficult to demonstrate. This could be because of a feeling that strong leadership and management is somehow less tangible, and therefore harder to evidence than the other four KLOEs.
To find out more about this particular KLOE and how practices can improve their ability to meet it, I spoke to Edd Jones, Business Manager at Hartley Dental in Plymouth…
Louise Bone (LB): Why do you think practices struggle with the well-led KLOE?
Edd Jones (EJ): Being brutally honest, I think one of the main reasons is that few people have read what’s on the CQC website, which offers quite an in-depth summary of what they are looking for. I also think that practice teams can sometimes worry so much about the ‘impending doom’ of an actual inspection that they forget that most of the information they are looking for is publicly available. Sometimes we just need to take a moment to step back and think about how we gather information for ourselves.
There is also often an assumption that the responsibility for meeting the expectations around this KLOE, fall exclusively with the registered manager and/or principal dentist. Running a dental practice is a team sport and the whole team can have a positive impact on making the practice ‘well led’ – remember, teamwork makes the dream work!
LB: What are CQC inspectors looking for when they say a practice should be ‘well led’?
EJ: The following is what the CQC has published on their website, relating to this KLOE, ‘The person in charge of the practice monitors the quality and safety of its services and takes steps to solve any problems. The practice supports its staff and shares information with them so that they can all learn new things and improve how they work. The practice is honest and open about how well it is performing in providing high-quality care for its patients. Your care and treatment records are complete and accurate, and they are stored securely to keep them confidential. The practice values your views and uses your feedback to improve its services.’
Although that summary doesn’t offer any specific advice on what evidence you must provide to be deemed ‘well led,’ it’s a great starting point for working out what an inspector’s expectations are should they visit your practice.
LB: What five things does every practice need to do to be ‘well led’?
EJ: I think it’s important to recognise that CQC inspectors are not robots, they’re all human, so some inspectors may look for slightly different things than others. My interpretation of this KLOE, leads me to the following five key points:
- Daily huddle meetings and monthly team meetings – These meetings should have minutes written and be kept for at least three years.
- Proactively garner patient feedback – This is essential. Waiting for patients to offer feedback is great, but proactively seeking it is a different thing altogether and shows you are willing to improve your services as a direct result of your patients’ views.
- Clinical peer review meetings – The principal dentist should be having regular (I’d recommend quarterly) meetings with each clinician (associates, therapists, hygienists), with a specific agenda.
- Clinical audits – Make sure clinicians are meeting industry standards. IPS audit, x-ray grading audits, hygiene referral audits and antibiotic prescribing audits are good examples to be able to present to an inspector when asked
- Appraisals – This applies to everyone, even the dentists! It’s important to assess team members’ performance against their job descriptions and industry standards.
LB: If you don’t feel you are a ‘natural leader,’ how can you develop leadership skills?
EJ: Certain core personality characteristics are required to be an effective leader, but some skills can be learnt. The key is to proactively access relevant training and mentorship – learn from other people’s behaviours and approaches, this is how all great leaders hone their skills! Always keep ego out of it, ask for help and guidance when you need it.
Most importantly… have the courage of your convictions! Great leaders know exactly what they want to achieve and how to influence the people around them into supporting them to make that a reality – it’s not easy, but then again, nothing in life is… persevere, it’s worth it in the end!
LB: Edd, as always, it’s been a pleasure – thanks for the great advice!
About Edd
Edd Jones is Business Manager at Hartley Dental in Plymouth. He brings with him 15 years of experience from the private sector where he’s taken on various operational and management roles. Edd oversees the operational side of the practice and its day-to-day running, including finance management, HR management, recruitment, compliance and patient satisfaction surveys and analysis.
