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<p><b>Aims</b> Local Dental Networks (LDNs) and Managed Clinical Networks (MCNs) were created to strengthen clinical leadership within dental commissioning in England. This project aims to map the current system structures and governance of such clinical leadership networks within the North West.</p><p><b>Methods</b> An online survey was developed, informed by national guidance on LDNs and MCNs. Snowball sampling was used to identify all LDN and MCN chairs in the North West.</p><p><b>Results</b> All three LDNs had a funded chair, current terms of reference, a defined conflict of interest process, met at least quarterly, reported outcomes, and all chairs had received role-specific training. There was greater variation in availability of: annual workplans, longer-term strategic plans, funding for MCN chairs, having MCNs for orthodontics, oral surgery, paediatrics, restorative and special care dentistry, and patient representatives. No MCN chairs had received role-specific training. Guidance for LDNs and MCNs is dispersed and has not been updated recently.</p><p><b>Conclusion</b> LDNs have more complete MCNs in some areas than others. This may be due to differences in their structure, governance, and investment. Funding or protected time for network chairs, role-specific training, and updated national guidance on minimum expectations were highlighted as potential system enablers for clinical leadership.</p>

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Mapping support for systems clinical leadership in North West Local Dental Networks

  • 期刊论文

  • 发表日期：

    2026年3月6日

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  • Francesca Hilton,
  • Deborah Moore,
  • Emma Hall-Scullin,
  • Yvonne Dailey

摘要

Aims Local Dental Networks (LDNs) and Managed Clinical Networks (MCNs) were created to strengthen clinical leadership within dental commissioning in England. This project aims to map the current system structures and governance of such clinical leadership networks within the North West.

Methods An online survey was developed, informed by national guidance on LDNs and MCNs. Snowball sampling was used to identify all LDN and MCN chairs in the North West.

Results All three LDNs had a funded chair, current terms of reference, a defined conflict of interest process, met at least quarterly, reported outcomes, and all chairs had received role-specific training. There was greater variation in availability of: annual workplans, longer-term strategic plans, funding for MCN chairs, having MCNs for orthodontics, oral surgery, paediatrics, restorative and special care dentistry, and patient representatives. No MCN chairs had received role-specific training. Guidance for LDNs and MCNs is dispersed and has not been updated recently.

Conclusion LDNs have more complete MCNs in some areas than others. This may be due to differences in their structure, governance, and investment. Funding or protected time for network chairs, role-specific training, and updated national guidance on minimum expectations were highlighted as potential system enablers for clinical leadership.