Additionally, the Chair will utilize clinical needs assessments and quality assurance measures to advise on service delivery and improvements. Strong advocacy for patient interests, mediating conflicts, promoting public engagement, and encouraging innovation within the network are essential aspects of this leadership position. The role demands an initial significant time commitment to establish the MCN effectively, with regular assessments to monitor ongoing requirements.
NHS England has published Commissioning Guides for some of the specialties in dentistry. The intention of the Guides is to encourage improved patient experience in receiving dental care across all aspects of dentistry in primary, salaried, secondary and tertiary care.
The comprehensive integration of these services require establishment of Managed Clinical Networks (MCN) for each of the specialties that will link clinicians across all settings to provide patient-centred care throughout the clinical pathway including improving clinical effectiveness, equity of access, efficiency and parity of outcome.
It will be the responsibility of the Chair of each MCN to oversee the functioning of such in line with the Terms of Reference published by NHS England. This will require close communication with identified clinicians from all aspects of dentistry who have successfully applied and been appointed to the network.
Ultimately, the role of the MCNs, through the leadership of the Chairs, will be to ensure high quality patient care in an equitable manner across the country.
It should be appreciated that time commitments are likely to be greater in the early months during establishment of each MCN. This would need to be negotiated as required by local circumstances. Time commitments are to be reviewed and renewed on a regular basis.
- Establish and maintain an effective MCN involving all appropriate stakeholders
- Create and foster a culture of clinical engagement across the MCN
- Demonstrate clinical leadership that is central to the delivery of all commissioning activities
- Maintain the engagement of all members of the MCN in developing and implementing evidence-based pathways
- Establish effective collaborative working to ensure the Network meets local and national priorities and action plans
- Maintain effective communication with the Local Dental Network (LDN)
- Report regularly to the Local Dental Network on progress in respect of agreed workplans
- Share information, such as the establishment of improved care and pathways, with other MCNs both locally and nationally
- Ensure that each MCN member engages with a robust appraisal system specifically designed for members of the MCN that is in place through collaboration with NHSE Workforce, Training and Education
- Ensure that good managerial practice is maintained in the running of the MCN, such as management of conflicts of interest, development of a Terms of Reference, the organisation of regular meetings, setting of agendas and release of minutes of meetings
- To adhere to the relevant professional codes of conduct
- Provide direction and support to the MCN through effective management and leadership
- Appropriate support will be provided dependent upon the development needs of the individual chair.
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- Enable the Network to synthesise and use the information received on clinical needs assessments, service delivery, quality, treatment outcomes, cost-effectiveness and equity of access data, in order to advise the LDN and, through the LDN, Integrated Care Boards, NHS Workforce Training & Education and Consultants in Dental Public Health.
- Develop and improve referral management systems through effective leadership
- Assure an appropriate and effective quality assurance programme is in place at all times
- Communicate with the LDN and, through the LDN, NHSE Workforce, Training and Education where a need for further education has been identified
- Encourage the MCN to develop more flexible and efficient use of the clinical skills available within the specialty through identifying potential improvements and recommending change to the LDN and commissioners where it is considered beneficial
- Enable and assure that the MCN implements systems to benchmark provider performance using audit and outcome measures
- Encourage and lead on the use of innovation in all aspects of work
- Mediate where necessary, in such matters as conflicts of view or interest between members of the MCN or commissioners, to enable and encourage reconciliation
- Promote an open and transparent policy of public engagement within the MCN
- Ensure effective and regular interaction with patient and public groups in respect of feedback and consultation on proposed workplans
- To act as a champion for patients and their interests in respect of the strategy development and decision-making of the MCNEnsure robust communication between all members of the MCN at all times
- Ensure that the MCN consider improvement of care and systems regardless of setting
- Ensure all members of the MCN complete Conflicts of Interest declarations on an annual basis
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