Current Issues in Dental Practice Management Part 1. The Importance of Shared Values

Abstract

There can be few who would argue with the notion that the nature of dental practice in the United Kingdom has changed dramatically over the last couple of decades. A variety of factors, including new clinical techniques, growing consumerism, a much greater awareness of health-related and well-being issues in the public at large, as well as a marked deregulation within the dental profession, the development of vocational training and recently mandatory lifelong learning, the growing number of females working in the profession, and an increasing reluctance of young dentists to finance dental practices have all combined to create an environment which has enabled and encouraged a move away from traditional forms of dental care delivery.

Instead, there has been considerable growth in independently-funded practice and a commensurate growth in the number of practices operating under a corporate body umbrella of one form or another.¹ Currently there are 27 corporate bodies registered with the General Dental Council (GDC) with the likelihood of more in the future given the proposed GDC review. This will no doubt take into consideration European law, under which the restriction within the Dentist's Act on the number of corporate bodies is likely to be untenable. Although they still have only a small share of the dental market—with 4% of all dentists in the UK in 1999²— they have expanded rapidly from a small base.

The data available at the time the paper was written indicate that the global total of fees earned from dentistry in the UK in the financial year 2001/2002 was almost £3 billion, of which £1.9 billion (64%) came from NHS fees³ and £1.1 billion (36%) from private fees. Of this £1.9 billion received in NHS fees in 2001/2002, £0.55 billion were paid by patients who were not exempt from charges, bringing the total amount actually paid out of patients’ pockets for dental treatment to £1.65 billion. Compare these figures with 1996/1997 when NHS fees stood at £ 1.6 billion (71%) and private fees at £0.6 billion (29%) and it can be seen that while the size of the whole market has grown NHS fees have risen by around 18% while private sector fees have gone up by 64% during the same period.

It can not be said therefore that NHS dentistry has disappeared, although it is clear that access to NHS dentistry has been and may still be difficult in some parts of the country.⁴ The Department of Health in England has responded by developing ‘access centres’ and in the recently published Options for Change⁵ sets out sweeping proposals to revitalise NHS dentistry and delegate decisions over funding to a local level. It is far from clear what the consequences of these changes will be. How ever, one possible scenario is that in many parts of the UK, although relief of pain, prevention and restoration of function will be funded by the NHS, other than in ‘special circumstances’ such as after trauma and inherited conditions ‘cosmetic embellishment’ will not be funded. In which case, ever increasing public interest in personal appearance may well lead to further growth in private dentistry.

Against a background of change and uncertainty, this series of articles explores some of the issues facing dentists coming to terms with working in this brave new world. This first part examines an aspect of dental practice that is seldom discussed openly and yet is of such fundamental importance that it is the cornerstone of all successful practices and the main fault line in unsuccessful ones, namely the nature and strength of practice values.