The Treatment Coordinator (TCO) role continues to evolve across UK dental practices. For many teams, a TCO is now a key part of the patient journey. Yet how that role is understood, supported and developed can vary greatly from one practice to another.
During a recent Practice Plan podcast, dental business coach and mentor, Claire Frisby, shared her experience as a TCO and how she supports people to progress in the role. All too often she sees employees recruited to be TCOs without a structured introduction to the role being put in place. “I feel like they’re not supported enough,” she says. “Sometimes they’re put in the role and then told or asked to hit certain targets, and it’s not what they’re expecting.”
A role with many starting points
TCOs can come to the role from a variety of backgrounds. Some are experienced dental nurses. Others move across from reception while some are recruited for their people skills from outside dentistry altogether.
Each route brings strengths. Clinical knowledge, communication skills, or commercial awareness can all be valuable. However, without structured support, gaps can quickly appear and hamper performance.
Claire sees this variation every day. “There are all different types of TCOs, or patient care coordinators,” she explains. “I feel like they need mentoring most in the patient journey. However, that training and mentoring needs to be related to the specific practice rather than the role.”
Why a one size approach does not work
Training a TCO is not simply about delivering a checklist. It starts with understanding the individual and the practice. Claire’s approach reflects this. “First of all, I find out their background, so I know where I’m starting because everyone starts at a different point,” she says.
This tailored approach ensures training is relevant from the outset. It also helps avoid the common pitfall of focusing only on outcomes such as targets or conversions. Instead, the emphasis shifts to building confidence and consistency. Two essentials for success.
Building strong foundations
A well-trained TCO needs a broad base of knowledge. Much of this sits behind the scenes but has a direct impact on patient experience. Claire highlights the importance of covering core areas early on.
“One of the first things we will do is go through GDC standards. That includes the finance, consent forms, and generally just setting up a routine.”
Time management is another key factor. Many TCOs balance the role alongside nursing or reception duties. Without clear systems, it is easy to feel stretched or overwhelmed. “Time management is important as a TCO’s job has lots of different aspects to it. With time management, it’s about getting them to manage themselves so they’re not feeling overwhelmed by it all,” she says.
This structure helps TCOs stay on top of follow ups and ensures patients do not fall through the gaps.
Embedding the TCO within the team
A TCO cannot work in isolation. Their success depends on how well they are integrated into the wider practice.
Claire often sees challenges when this has not been fully thought through. “Sometimes you get resistance from the dentists. This is usually when they haven’t sat down and had a team meeting about how it’s going to work.” This lack of understanding of how the TCO can benefit the team can lead to them being underutilised.
When communication breaks down, patients can be affected. “Follow ups are not carried out and the patients slip through the net,” she explains. Training should therefore include the whole team. Clear processes and shared understanding help the TCO become an integral and natural part of the patient journey.
Building trust with clinicians
A practical way to strengthen this integration is by encouraging TCOs to spend time in consultations.
Claire recommends this as part of training. “I get them to listen to how their clinician is talking so that when they’re speaking to patients, they’re saying things in the same way, and it builds trust.”
This both reassures clinicians and ensures consistent messaging for patients. It also helps the TCO feel more confident when discussing treatment options afterwards.
Confidence in conversations about cost
Discussing fees can be one of the most challenging aspects of the role. It is also one of the most important.
Claire approaches this directly. “We don’t like talking about money, so it’s important for me to mentor them on it,” she says. “They need to understand why something costs that amount to be confident talking about fees. If they don’t believe it, the patient’s not going to believe it,” she says.
Even a small hesitation can affect how a patient perceives value. Training that focuses on knowledge and understanding makes these conversations more comfortable for everyone involved.
Moving from training to mentoring
For many TCOs, a single training day is not enough. Development takes time and ongoing support.
Claire prefers to adopt a longer-term approach. “I prefer to call what I offer mentoring rather than a course, although the basics I do in six to eight weeks.”
This structure allows TCOs to apply what they have learned, reflect on real situations and build confidence gradually. However, her support does not end there. “The relationship doesn’t end just because they’ve finished their eight weeks,” she explains. “When all the modules have been covered, I then say the practice can bring me in as often as they want.” This continuity helps TCOs adapt as the practice and the role evolve.
What makes a successful TCO
While every practice is different, some qualities are essential.
“To be a good TCO they need to be organised, know their practice and they need to be able to answer the patient’s questions completely and correctly,” Claire says.
Preparation is key. For example, doing their homework so that they have read and understood the leaflets and information they’re giving to patients.
Strong communication also plays a central role. TCOs must be able to adapt their approach depending on the patient in front of them. In some cases that will mean keeping things brief while in others there’s a need to explain every detail.
More than a functional role
While there are practical and commercial elements, the TCO role has its roots in relationships and patient care. At its best, it brings together clinical understanding and personal support to guide patients through their treatment journey.
For Claire, the most rewarding part is seeing that journey through to the end.
This is especially true for nervous or anxious patients. Seeing them through to a successful conclusion and with renewed confidence is the most rewarding part of the job for Claire. “To see that at the end of the journey is a real accomplishment. It means you’ve really helped someone,” she says. That impact is what makes the role so valuable.
TCOs can make a significant difference to both patient experience and practice performance. However, that is only achieved when they are supported and trained properly.
Training that is tailored, practical and continuous helps TCOs feel confident in their role and clear about their place within the team. As Claire puts it, it is about giving people the structure and understanding they need so they are set up to succeed.
About Claire
Claire is the founder of Click-Nik, a support service for dental professionals specialising in organic social media and marketing. With 35 years of experience in dentistry, she and her team bring a wealth of industry knowledge to everything they do.
Passionate about giving back to the profession, Claire runs a TCO mentoring course and an online TCO course in partnership with Smiles Dental Training. She is also involved in a variety of other projects across the dental industry. She believes the patient journey is at the heart of every successful practice, and through TCO training and marketing support, she helps dental teams deliver exceptional experiences from first contact to treatment completion.