The "New" CDA

November is an important month in the world of the California Dental Association. For one thing, it heralds the end of one administrative year for association leadership, and with the fall of the gavel marking the conclusion of the House of Delegates on Nov. 24, it marks the beginning of CDA’s year 2003.

Pending approval and ratification actions by the House, achievements during the year 2002 offer strong evidence that a "new" CDA has been evolving. Those achievements were apparent to this observer during the fall session of the CDA Board of Trustees. Let us explain.

During our many years of watching the governance process up close, we have always seen a commitment to developing and approving programs or benefits for members and providing leadership on legislative and regulatory issues of importance to members. The difference between the past and the present is noticed not only in the level of activity, but also the quality of the accomplishments. The recent Board meeting required the trustees to review and approve a staggering number of new programs and initiatives in addition to the usual agenda of issues, programs, and reports. Instead of merely establishing policies or resolving issues or controversies, which usually commands the majority of the board’s focus, much of the board’s attention was spent reviewing new association programs and initiatives for the membership. Some of the trustees who were completing six-year terms of eligible service to CDA remarked about the progressive changes they had experienced during their tenure.

What is driving this change? Notably, the activities of the applied strategic planning process that have been discussed in CDA publications in the past few years are reaching implementation status. It was significant that the proposed initiatives, programs, or improved membership recruitment and application procedures (to name just a few) were viewed as having such potential value to the member that there was very limited debate. A packed agenda proceeded smoothly.

In our view, the most exciting program discussed, which offers the best view of the new CDA, is the Learning Center Initiative. As it is at the heart of the change we see enveloping this association, we believe it deserves some discussion here. The committee that developed the plan included chair Dr. Glenn Clark, professor at the University of California, Los Angeles; Dr. Carol Summerhays; Dr. George Maranon; and longtime CDA staff members Judith Babcock, director of the Division of Professional Development and Relations, and Ann Milar, manager of the Learning Center.

The goal within the strategic plan that led to the development of the Learning Center concept is "The dental community will look to CDA as the premier source of professional development opportunities." Not surprisingly, the mission of the Learning Center is to become that "premier source" of development opportunities. There are five primary areas where professional development will be focused, which include online learning, conferences and seminars, a leadership institute, corporate staff development, and allied dental health personnel education.

It is important to point out that online learning, conferences, and seminars are activities that will require collaboration with component dental societies and California’s five schools of dentistry. With appropriate attention to development and design of these collaborative activities, all entities will benefit from a relationship that is noncompetitive, resulting in high-quality courses with reduced expenses.

From our perspective, perhaps the most interesting program (with greatest potential value to organized dentistry) to emerge from the center will be the Leadership Institute. Those who have volunteered service in organized dentistry have continually noticed the need for leadership development. The hit-or-miss approach of the various isolated leadership training programs has often failed to prepare volunteers to reach a level of effective contribution in a timely fashion. Improved leadership training should enhance volunteer experience, thereby increasing esprit de corps. An improved experience can lead to an increased retention rate within volunteer ranks. With greater experience, the association should benefit from improved leadership skills from the leadership corps at both the local and state level.

These comments should not be interpreted to mean that we are critical of

current top leadership. The retention, and the commitment and performance at that level have been impressive. What organized dentistry has really needed for quite some time is a much broader base of well-qualified volunteers to serve on the various committees of the association. We have often heard the complaint that it takes too many years of experience in local and state activities for an individual to be considered qualified by one’s peers to serve in positions of higher responsibility. Some individuals possess leadership skills and commitment without lengthy experience. Perhaps more of these individuals will receive an appropriate orientation and fine-tuning of their skills through Leadership Institute programs and be identified on a fast-track basis as qualified and ready to serve in important leadership positions.

The other part of the future success equation for the California Dental Association is staff. The Learning Center will also have oversight for corporate staff development. Over the years, CDA has been fortunate to attract many fine staff people, some of whom have maintained long-term commitment to the association and to organized dentistry. Members who are not familiar with the association and its organization and operation may not realize the importance of well-qualified staff in the day-to-day representation of our interests outside of the CDA workplace. Staff members represent us at various meetings such as the Dental Board and the Committee on Dental Auxiliaries. Others represent us in the ongoing activities of the legislative arena in Sacramento.

While those engaged in these positions today are extremely well-qualified and represent us well, it is important that the association have programs that will help finesse representation and presentation skills of existing staff and provide training for those who might serve in those positions in the future.

Together, volunteers and staff make up the team that represents not only the present, but also the future of the profession. The benefits that will arise from the Learning Center design should ensure a more proactive and effective organization in the future. We applaud the designers and look forward to the accomplishments of the new CDA.