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COVID-19 presents a unique and significant challenge to healthcare systems across the globe. Dental workforce redeployment, in England, during the response to Coronavirus (COVID-19), is the first reported national effort to redeploy a professional body into new clinical environments. The policy decision to facilitate redeployment of the dental workforce, in March 2020, by the Office of the Chief Dental Officer (OCDO), increased flexibility within workforce systems and allowed increasing demand on healthcare services to be managed safely and effectively. This paper outlines how this policy change was achieved via a multi-professional approach, mapping competencies of the dental workforce to high-priority areas of healthcare need. The dental workforce has a varied and often specialised skill set, offering expertise in infection prevention and control, airway management and often, behaviour management. These skills can be an important contribution to tackling a pandemic where expertise in these areas is vital. This increase in workforce supply allows healthcare systems to improve their surge response capabilities. Additionally, redeployment presents an opportunity to create greater and sustained collaboration between the medical and dental professions, leading to greater understanding of the contribution of oral health to wider medical wellbeing., Competing Interests: Declaration of Competing Interest None., (Copyright © 2023 Elsevier B.V. All rights reserved.)

The NHS Long Term Plan highlights the importance of visible clinical leadership in enabling the delivery of high-quality care, both within organisations and in the wider healthcare system. It is important that dental professionals embrace leadership roles and provide a voice for the profession in the wider healthcare system. There is a move towards more integrated care through Primary Care Networks and Integrated Care Systems; if the profession does not show leadership during the development of these then dentistry will be excluded. Leadership skills are important to all members of the dental team and this is only going to increase as dentistry moves further towards a multidisciplinary team model of care, utilising skill mix. This paper will outline what leadership is, the evidence for effective leadership improving healthcare, and how dental professionals can develop their leadership skills and become leaders for change. It is hoped that more dental professionals will step up to become effective leaders, whether this be of their dental team, in their local community and health system, or at a national level.

Introduction Many patients present to doctors with oral health conditions and it is, therefore, important that they have the knowledge and skills to give advice and signpost appropriately. Aim To ascertain the baseline knowledge and confidence of doctors in managing oral conditions and to identify topic areas for training.Design A baseline survey was conducted. Two training programmes were then delivered based on the finding of this survey, followed by a post-training survey. Setting North West London training programme for foundation year 1 (FY1) doctors and general medical practitioner (GP) trainees. Intervention The FY1 doctors had a didactic teaching session. The GP trainees had a training session combined with foundation dentists (FDs), comprised of a lecture and small, mixed group work.Main outcomes measured i) post-training confidence in managing oral conditions, answering patients' questions regarding oral health and signposting patients; ii) the most useful and relevant topics of the training for their daily practice.Results The majority of the doctors had previously received no oral health teaching. Furthermore, the majority did not feel confident at managing oral conditions or signposting patients appropriately. Common topic areas were identified where doctors wanted more oral health teaching. Conclusions FY1 and GP trainees lack knowledge and confidence with regard to the management of oral health issues and recognise that there is a need to know about oral health. This work highlights the need for structured training to equip doctors with appropriate oral health knowledge and skills.

To assess factors influencing the success of whole-genome sequencing for mainstream clinical diagnosis, we sequenced 217 individuals from 156 independent cases or families across a broad spectrum of disorders in whom previous screening had identified no pathogenic variants. We quantified the number of candidate variants identified using different strategies for variant calling, filtering, annotation and prioritization. We found that jointly calling variants across samples, filtering against both local and external databases, deploying multiple annotation tools and using familial transmission above biological plausibility contributed to accuracy. Overall, we identified disease-causing variants in 21% of cases, with the proportion increasing to 34% (23/68) for mendelian disorders and 57% (8/14) in family trios. We also discovered 32 potentially clinically actionable variants in 18 genes unrelated to the referral disorder, although only 4 were ultimately considered reportable. Our results demonstrate the value of genome sequencing for routine clinical diagnosis but also highlight many outstanding challenges.