The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Holford Curaden Dental Clinic is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Holford Curaden Dental Clinic
Rt Hon The Lord David Blunkett, MP
Rt Hon The Lord Eric Pickles, MP
15HOLFORD PARTNERS CURADEN DENTAL CLINIC |
BEST PRACTICE REPRESENTATIVE 2019
Partners Dr Louis Guenin (left)
and Dr Andy Hawkesford (right)
Our practice in Mayfair
Dr Andy Hawkesford became a partner at Holford Partners,
the longest-running private dental practice in the UK, 16
years ago. The practice was established by the Holford
family in the 1860s and was run by three generations of the
family up until the 1980s. Dr Louis Guenin joined the practice in
1971, working with the Holfords before he became a partner in
1978, and ensured that their high standards remained as they
entered the 21st century. Andy explains to the
attention to detail underpins everything they do.
We’re most popular for general dentistry and known for our impeccable standards,
thorough work and excellent service. All our dentists give patients their mobile
numbers; even though we find that patients don’t call that often, it provides great
reassurance. Nobody wants to have to call their dentist because of an emergency –
but our patients know they can, and it really puts them at ease.
We’re a large dental practice, based on New Bond Street in Mayfair. With eight
surgeries and three hygienists, we can offer a variety of disciplines to patients.
Alongside general dentistry, we also provide implants, cosmetic work, orthodontics and
can even find the right person for botulinum toxin and fillers; that may be surprising,
but the trend these days is often to use a dentist for that, rather than adoctor.
Maintaining patient confidence
We find that if we look after our patients, they look after us. It’s as simple as that.
Much like any other business, running a successful dental practice is all about
ensuring your customers remain loyal, as many of ours do. They recognise our
HOLFORD PARTNERS CURADEN
»Partners: Dr Andy Hawkesford
and Dr Louis Guenin
»Established in the 1860s
»Based in Mayfair, London
»Services: General dentistry,
implants, orthodontics and
»No. of employees: 10
Curaden Dental Clinic
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | HOLFORD PARTNERS CURADEN DENTAL CLINIC
long-standing reputation, stability and
professionalism – we stay up to date
with new technology and use the latest
and best materials. Travelling to dental
conferences all over the world enables
us to discover the best techniques and
treatments available for our patients.
We believe that first impressions are
incredibly important. As such, our
practice is modern, clinical, light and
airy, with daylight in every treatment
room and air conditioning. Our
service is naturally the most important
factor – we strive to be empathetic,
understanding and consistent in every
single aspect of our work.
I’m sure that no small part of our
success has been as a result of the
longevity and historical stability of the
practice – it’s been around for over
150 years, but we still pride ourselves
on keeping standards high and
relationships positive. Dentistry can
polarise some people – many either love
or hate dentists, with no real middle
ground. The bottom line remains: if you
can maintain patient confidence, you’ll
be successful. If you don’t let people
down and provide a high standard of
service, they’ll keep coming back.
CQC and dentistry
In 2011, the CQC remit was extended
to include dentistry. That provided us
with a lot of issues almost immediately;
a lot of their work seemed over the
top. They put policies in place for every
minor issue that was previously not
monitored, for instance, making sure
that every tiny corner of the room
could be swept with a mop.
At the time of our inspection, it
all seemed a bit excessive, but,
retrospectively, I do have to commend
their actions. It’s driven standards up in
dentistry across the board, especially in
the private sector; the NHS already had
their own comprehensive framework
and guidance for these kinds of issues.
With a governing body of control, we
have to meet guidelines and standards
every day – and though I imagine that
we were already exceeding them,
every private practice now works at the
same level to keep things standardised
There’s a lot of litigation in dentistry
– that’s something we can’t deny.
With indemnity costs increasing,
we’re seeing more and more younger
dentists practise in a very defensive
way. They’re doing less and are worried
about getting into trouble, which is
understandable, but I’m concerned that
this will create a real lack of experienced
dentists a decade or two down the line.
Many young dentists are not doing a
lot of the procedures that my peers
and I would have done at that stage
in our careers – and it’s easy to see.
Even now, I do a lot of NHS extractions
at a practice in south London. I would
expect many of my peers to do the
same without even thinking about it,
but more and more are shying away
from doing anything complicated
for fear of the potential legal and
financial backlash. Without younger,
experienced dentists coming through,
a skills gap will naturally form – and
we’ll have an industry-wide issue to
Holford Partners is the
dental practice in the UK
We find that if
we look after
they look after
us. It’s as
simple as that
17HOLFORD PARTNERS CURADEN DENTAL CLINIC |
BEST PRACTICE REPRESENTATIVE 2019
Dentistry as a barometer and
The success of private medicine and
dentistry tends to be a good gauge
for the British economy in general.
If business is starting to decline,
companies pull their private health
insurance, and patients tend to arrive
for consultation, but no treatment. We
noticed this in 2008, before the crash,
but two years on, we started to see
people return to the practice.
After the referendum decision was
announced, things quietened down
slightly for a month, then, when
people became more positive,
they started to come back. We do,
however, have to consider that we
are a well-respected central London
practice with some affluent patients, so
we could be somewhat cocooned from
reality in that regard. My gut instinct,
nonetheless, is that Brexit should not
overly affect our industry.
I’m more concerned about education.
I’ve seen a number of patients losing
teeth, and it’s a socioeconomic concern
that seems to be affecting everybody,
rich and poor. It could simply be that
they’re not as well informed these days.
I believe that investing in addressing
the root cause, rather than treating
the symptoms, would go a long way
towards resolving this issue, but patient
education is nonetheless a real concern.
Remain stable, positive and
My desire is for further stability going
into the future. We want to stay
abreast of all changes with legislation
and technology, of course, but it’s our
commitment to excellence and personal
care that leads to patient loyalty and
that really grounds what we do.
My longest-standing patient started
coming to Holford Partners when he
was seven. Unfortunately, he recently
passed away at 96 years of age. It’s not
just our reputation and service, but our
empathy and compassion that inspires
such loyalty in our patients. There’s
always a smile and a warm welcome
to everyone entering our dental clinic.
A lot of society misses out on the
personal touch these days – and I
believe that’s what really sets usapart.
care that leads
Our space is modern,
clinical, light and airy
The Rt Hon Theresa May MP's Foreword For The Parliamentary Review
British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone.
The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.
But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.
Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.
I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country.
British politics provides ample material for analysis in the pages of The Parliamentary Review