The key areas of responsibility within this post include:• Strategy lead - A key responsibility was to lead the development of the Dental Workforce Strategy. I am the author of the West Midlands Dental Workforce Strategy 2010-2015 strategy and its subsequent refresh 2013-2016. Following recent organisational change I was the lead author for the Regional Dental Workforce Strategy for 2019-2024. • Programme and project managementAs part of a coherent approach to implementing the strategy I devised a five-year delivery plan with the senior management team; The Dental Strategic Management Board. I have led the overall programme delivery which included reporting, risk management, monitoring of progress and support for workstreams where required. I also led the annual review of the Strategy Delivery Plan to analyse progress, ensure appropriate prioritisation of projects for the following year and consider the impact of any policy changes.• Stakeholder engagement and management - As part of strategy development and implementation I have engaged with both internal and external stakeholders. • Quality Lead for Postgraduate Dental Training and Education - Working closely with senior colleagues I led the review and assessment of training programmes against national standards. Followed by the development of action plans to address any gaps and on the organisation of the external Quality Review of Postgraduate Dental education and training.• Dental Workforce Development through the development and commissioning of a range of education and training programmes ranging from eLearning programmes, to blended learning and didactic courses. This included the alignment of dental education and training to meet national priorities such as the Making Every Contact Count and antimicrobial prescribing for dentists.

As Programme Manager for the Dental Core Training (DCT) Development Programme I managed delivery of key workstreams in order to deliver the key objective to develop and implement a consistent approach to the delivery and management of DCT nationally. Working in collaboration with stakeholders across the country in the form of a National Working Group for DCT, significant developments for this training programme were devised and delivered over the four-year period including;• National DCT Recruitment – The development of a standardised single recruitment process with national person specifications and standardised assessments including the SJT and selection centres. I project managed the pilot and subsequent roll out of national recruitment for DCT. • The development and roll out of a National Curriculum and assessment framework – Historically, training provided within the programme varied across the UK and there was no standardised or consistent assessment or sign off of the training year. The curriculum introduced core competencies for each year of training and an assessment framework which has been adopted nationally.• The development and rollout of a national e-portfolio - for recording trainee development and achievement through their training year. Prior to the introduction of a national portfolio DCT trainee portfolios were variable and a vast variation in the quality of trainee records of training progression and achievement.