The GDC's Scope of Practice is a document that remains in flux. The introduction reads, "Your scope of practice is likely to change over the course of your career. You may expand your scope by developing new skills, or you may narrow your scope but deepen your knowledge of a particular area by choosing more specialised practice."
The GDC reminds us that it will be reviewing the lists regularly to be sure that it is continually relevant in light of new developments in dentistry. As an American that spends nearly half my time working with UK dental practices, I am particularly aware that the Scope of Practice has been bringing our two countries into closer alignment with regards to the practise of dentistry and utilisation of auxiliaries. This is very exciting because I can see how awareness and understanding of this important document could improve efficiency, patient care and profitability in UK dental practices. However, I fear that many dentists either aren't aware of some of the changes to the Scope of Practice, or haven't yet had the bigger vision and understanding to see the opportunities they bring and then implement them effectively.
This November, the British Academy of Cosmetic Dentistry (BACD) will be holding its ninth annual conference entitled; 'Cosmetic Interfaces – Bringing It All Together'. As a speaker, I'll be there sharing my ideas on 'the team interface' and how to bring it all together. It's important, when we think about creating a successful practice, to remember that as talented, educated and well-trained as our dentists may be, success requires more than just the dentist's ability to do the dentistry – in the end it's a team effort that wins the day. However, every team needs a vision and training on how to perform most effectively.
A group of talented musicians does not become a great orchestra without a knowledgeable and visionary conductor – likewise, every dentist needs to have the knowledge and vision to create and lead a harmonious and synergistic team. A talented conductor does not try to lead a symphony and play the instruments at the same time; yet I see dentists all over the UK trying to play their roles while also completing many tasks that assistants, hygienists and therapists are legally able to perform. Not only is this exhausting, but it is also inefficient and costly. When I see dentists taking X-rays while their nurses stand by and watch, or look at dentist schedules that include three and four hours of recall exams, I am reminded how many opportunities still exist for UK dentists and their teams. Many of these dentists don't realise that by delegating to well-trained team members, they may be able to increase the quality of care, freeing themselves for many more productive or profitable services that only dentists can perform. In the process, they would be honouring the knowledge and training of team members and elevating them in the eyes of the patients and the public. Training and maximisation of employees is the first step in creating a successful team and profitable dental practice.
Another important step towards achieving the best results is staying abreast of new scientific information as it applies to patient health (not just dental health). Times are changing rapidly in dentistry and I'm not just talking about procedures and materials. The incredible amount of dental and medical research now coming out on the oral-systemic connection is unprecedented. As more and more information is released about the possible relationship between periodontal disease and systemic concerns such as heart attack, stroke, respiratory disease, premature births and even some cancers, our legal and ethical responsibilities are changing. Though we are still concerned about bone loss and loss of teeth, our concerns today are magnified by the knowledge that directly, bacteria and, indirectly, inflammation and inflammatory by-products, are not only found locally in dental tissues but also, systemically making periodontal disease a strong risk factor for many other degenerative diseases.
By introducing new thinking and wellness programs into hygiene departments for example, we could increase over-all patient health while also increasing profitability; a win-win situation. Educated patients that understand the serious health implications of periodontal inflammation are the ones that value the services enough to pay for them and to come back at regular intervals. Hygienists with sufficient time and education are also free to discuss restorative and cosmetic options with patients. This, to me, sounds like a good hedge against the recession.
Of course, changing a vision or looking for new opportunities usually requires getting out of the rut of day-to-day practice and taking the time to stand back and look consciously at what holds us back. It also requires us to have a trusted source for acquiring the new skills and knowledge and for providing inspiration. This is why affiliation with progressive professional organisations is so imperative. As a member of the BACD and the AACD, I feel I have an opportunity to stay current on so many aspects of our profession. Although no one can know it all, quality professional organisations provide a platform for us to stay abreast of changes and opportunities as they arise. They also give us a forum for sharing ideas and being inspired by others.