Planning ahead

30 December 2009
Volume 26 · Issue 1

Know where you are going before you start out, says Nigel Jones.

Circumstances for a 'perfect storm' may be brewing, leading you to leave the NHS.

 

In recent times, it’s not just Cumbria that seems to be attracting black clouds, as there is also a variety of challenges on the horizon for dentistry. It could be said that the combination of Warburton, HTM 0105, public sector cuts, pressure on UDA values and the uncertainty of a general election may amount to a perfect storm that will test even the hardiest of dental practitioners.

In the face of this apparent loss of control of their practices, it is understandable that growing numbers of dentists are giving serious thought to leaving National Health Service dentistry and joining the ranks of their colleagues in the private sector. But is this always the right move, and if it is, how do you go about it in a manner that will maximise your success?

Arguably, the most important place to start is by looking at your motives for wanting to change in the first place. After all, many dentists will have spent years, even decades, working hard for their NHS patients and making the decision to walk away is unlikely to be easy, however painful the powers that be are making life in the NHS.

Defining what you want out of your practising life is not just a question of money, although of course that’s an undeniably important component. However, there are other issues such as professional satisfaction and quality of patient care to consider. But it’s also important to think about the way you want to balance other aspects of your life such as your health, your family, your friends, your interests, and so on.

Only once you are clear on exactly where it is you want to end up, is it possible to start charting a course to get you there.

The next step is to assess the likelihood of you achieving your desired outcome from the starting point in which you find yourself. This means considering patient demand for the type of practice you want to have and estimating the level of support you will receive from your existing patient base. The latter will be a factor of the length of time you have spent treating them, but may also be impacted by environmental considerations such as the proportion of your patients on income support and local NHS availability.

Often, the favoured approach is to go through a financial analysis and risk assessment with a plan provider, who can draw on the lessons learnt from hundreds of practice conversions to help you gauge the level of risk attached to your specific circumstances. Sometimes that risk is just too great and you need to feel confident that you will not be pushed into a course of action that is not right for you. Most of the time however, the risks are manageable and the only thing holding you back is likely to be your confidence.

For many dentists, the self-belief needed to make a success of a conversion comes with the certain knowledge that the change is being undertaken for the right reasons. For others, that conviction needs to be underpinned with the reassurance of a well thought through plan of engaging the practice team and communicating effectively with patients.

Never underestimate the importance of having the whole practice team on board with the direction in which you want to take the practice. While some practices have survived a conversion characterised by negativity from some or all of the team, this shouldn’t be about just surviving. It should be about a positive move to a better future for all parties and time invested in exploring the team’s fears and concerns will be time well spent.

Good teamwork at the time of the change is important, as effective communication with your patients is not just about a well crafted letter. It’s about how reassured they feel when they check the possible options with your nurse, receptionist or practice manager. A consistent and positive response from whoever they grab in the corridor will do wonders for giving them confidence to stay with the practice.

Of course the written sources of information play their part in securing the loyalty of the patients, and again, it is wise to seek advice from those with experience of developing conversion letters, plan brochures and practice marketing material. Even the most positive of practice teams may find the loyalty of the patients tested by poor quality leaflets which, rightly or wrongly, can be viewed as symbolic of wider issues within the practice.

None of this is rocket science or new thinking as practices converting today are still following broadly the same approach as the converting practices of 1990. Of course, there are different contractual arrangements to consider but the essential components of ‘beginning with the end in mind’, as Stephen Covey, who writes motivational books, puts it, and thorough planning are still the same. The similarities don’t end there, as the completion of the first year in the private sector will almost certainly prompt the familiar refrain, ‘I wish I’d done it sooner!’

For more information call 01691 684135, email info@practiceplan.co.uk or visit www.practiceplan.co.uk