Ravi Rattan

Dental Partners has over 60 practices in England and promotes high quality treatments for all our patients using well trained and professional team.

My role involves providing strategic direction to the organisation and advice on many aspects of dental practice including:

• National and Regional changes
• Practice Development
• Training Initiatives
• Strategic Direction
• NHS contractual matters
• Compliance
• Quality Assurance
• Risk Minimisation
• Supporting and managing poor clinical performance

The practice was acquired in June 2018 by Dr Sameer Patel and Dr Ravi Rattan. The practice at the time at was purchased was operating 1 day per week and in just over 18 months has moved 5 surgery modern NHS/Private practice with multiple general and specialist clinicians.

Ravi has key responsibilities in the following areas:

• Quality Assurance
• NHS Contract Matters
• Practice Development
• Skill Mix

This activity includes:

• Lecturing across UK and Europe
• Foundation Training Schemes and Independent Lectures
• Kings College London Dental School – London, UK
• Charles University Dental School – Prague, Czech Republic
• King Juan Carlos Dental School – Madrid, Spain
• Aristotle University Dental School – Thessaloniki, Greece

The role involved managing a team of 10 with an overarching responsibility for:

• Strategic Development
• Quality Assurance / Clinical Leadership
• Training / Education initiatives
• Managing Poor Performance
• NHSE contractual and Regulatory Compliance
• International Recruitment
• Recognising and supporting procurement opportunities
• Mergers and Acquisitions
• Service redesign to maximise revenue streams

This role has required multiple skills and in that there needs to be an understanding of:

Commercial aspects of company

This has been demonstrated through delivering on Strategic organic within practice with particular reference to private practice and

• Recognising and supporting procurement opportunities
• Mergers and Acquisitions
• Service redesign to maximise revenue streams

Wider Opportunities

This has been demonstrated through introducing contractual and compliance changes via strategic planning and actioning best practice recognising quality aspects of patient care.

Examples of this include implementing CQC changes in terms of the inspection process and eCPD requirements as per GDC requirements.

Wider engagement

My professional portfolio over 30 years of professional has allowed me to establish a very wide and robust network within dentistry and its includes

• British Dental Association
• Indemnity Organisations
• Health Education England
• NHSE
• Care Quality Commission
• Local Professional Networks and Managed Clinical Networks
• Industry Leaders
• Department of Health

I have also led on international recruitment and forged excellent links in Portugal Spain and Greece with both agencies and dental schools. This has involved lecturing to dental students and professional bodies and establishing exclusive relationships with academic organisations.

Influencing

This is borne from a platform of recognition and credibility which is driven by peers and those with whom one engages. Equally it demands a rationale and evidenced based approach to initiatives. I have influenced significant change through poor performance, strategic clinical decisions within the business and in response national changes,

I have introduced a number of difficult and contentious processes within the organisation that have been accepted at management level and practice level such as a managing poor clinical performance. This is evidenced through many other roles where behavioral change is required

Customer Empathy

The role has involved leading a team of 10 including the Customer Services Lead.

Reports are routinely generated recognising patient feedback through

• Complaints
• Friends and Family Tests Reviews
• Google Reviews
• NHS Choices

The reporting have been provided at a corporate, regional and practice level to allow for detailed review and introduce change through action plans, training and practice team development as well as other tiers in the company.

Outcome focused

The healthcare industry demands that there are clear measures in terms of business outcomes and the quality of services for patients. Experienced has been gained in this arena through the establishment of KPIs within the Clinical Directorate which are aligned to the strategic direction of company.

An example of this is evidenced through taking the company through an acute phase of instability and concerns with NHSE in January 2016 to a period of stablisation and to a platform for sustainability and further development and growth.

Building Teams

Experience is evidenced through the creation of a new directorate within the company in April 2016 – Clinical Performance and Quality Assurance.

The team delivered on KPIs and took the company out an acute clinical position to stability and to be in position of development. There was added experience in terms of practice team engagement to address high quality dental teams.

Positive Impacts

This is demonstrated through taking practice teams and the Management Team through various initiatives to ensure risk minimisation and compliance and maintain clinical and performance stability in terms of NHSE contracts.

I have been instrumental in changing the external image of the company both with the UK and abroad through professional engagement, my personal profile and perceived credibility.

The role was very diverse and the responsibilities included:                                         

• Strategic Development
• Quality Assurance / Clinical Leadership
• Training / Education initiatives
• Managing Poor Performance
• NHSE contractual and Regulatory Compliance
• International Recruitment

There was an inherent need to develop the:

• Commercial aspects of company
• Source Wider Opportunities
• Wider engagement with external bodies

Director Of Clinical Performance & Quality Assurance

The role was very diverse and the responsibilities included:                                         

• Strategic Development
• Quality Assurance / Clinical Leadership
• Training / Education initiatives
• Managing Poor Performance
• NHSE contractual and Regulatory Compliance
• International Recruitment

There was an inherent need to develop the:

• Commercial aspects of company
• Source Wider Opportunities
• Wider engagement with external bodies

Clinical Consultant & Executive Advisor

This role involved providing strategic advice on the commercial aspects of company and a key achievement was successfully bidding and securing new NHS contracts. Furthermore practices with significant underperformance were reviewed and performance reversed to show profitability.

There was an added commitment to providing training to support the operational workings of the business and introduced a tiered and occupationally competent clinical structure.

Education & Business Mentor

This was a voluntary role and involved supporting students in considering university education with particular reference to dentistry.

Advice as offered in terms of:

• Personal Statements
• UCAS applications
• University Selection
• Interview techniques

Legal Advisor

This role brought a unique understanding in many differing areas of dentistry including regulatory and compliance requirements in addition to risk minimisation and management best practices. Expertise was developed in:

• Managing Complaints
• Providing dento-legal expertise in GDC and CQC matters
• Managing and resolving NHSE contractual matters and disputes
• Supporting Poor Performance

This role kept me abreast of regulatory, compliance and contractual changes. It  allowed for consideration of the implications for performers, independent practice and corporate players in the market. Advice on implementation and risk minimisation was provided to members. This has required providing strategic direction, innovation and equally engaging and influencing people and change.

Dental Advisor

The role over many years was multi faceted due to professional, regulatory and compliance requirements as well as NHS contractual changes in respect of primary care secondary services.

The key achievements were

• The introduction of new NHS dental contracts and intermittent changes across in excess of 180 dental practices
• Care Quality Commission compliance across 7 Primary Care Trusts
• Establishment of Educational Programmes
• Service Redesign and Procurement
• Managing NHS pilot schemes
• Establishing links with patient groups and patient focus groups

Member of the Professional Executive Committee (Ealing PCT)

This role required providing strategic advice to the Board on the direction of dental services nationally and recommending the local changes required ensuring compliance and maintaining quality care for patients.

Independent Consultant

Principal Dentist