Getting the Job Done

We frequently hear colleagues complain that something upon which members of the profession depend has a problem or other deficiency. Complaints may arise as a result of a policy they question or from a change in philosophy in the management of benefits by third parties. Or, they may come from a supply or staffing shortage; from an increase in price, dues, or fees; or from any one of a plethora of matters that can affect the small-business owner.

There is one such problem that we have been hearing about for quite some time -- a shortage of qualified dental auxiliaries. CDA publications have received letters expressing concern about the lack of dental hygienists in particular. The shortage of both assistants and hygienists was a subject on the agenda again at the 2000 CDA House of Delegates.

Members turn to CDA for answers to this auxiliary staffing dilemma. Having said that, there are many variables that prevent a membership organization from solving a staffing shortage such as that encountered with dental hygiene for a number of years. CDA, through its volunteer efforts, can encourage school districts to favorably consider establishing a new dental hygiene training program or increase the capacity of an existing program. Dentist volunteers can consult or offer requested assistance.

But the bottom line is that CDA cannot be expected to work miracles because staff training issues are the province of school boards and administrators. Ultimately, these individuals have the authority and responsibility to establish financial priorities for their schools or districts.

Over the years, volunteers at the American Dental Association and California Dental Association have worked tirelessly to influence or offer solutions to these kinds of problems. But, unfortunately, that is not where the real action or success is to be found. The resolutions that most colleagues demand or want are often won in the local trenches. And that is what we want to acknowledge this month by highlighting recent accomplishments of the Northern California Dental Society. I want to be quick to point out that other dental societies have also made unique contributions of time and resources to accomplish goals like the one achieved by NCDS. And, CDA, through the Board of Trustees, has approved small grants to help worthwhile component society educational projects get their starts, such as the one by NCDS.

It seems to us that the continuing complaints about auxiliary staffing shortages within the state might be addressed by others after consideration of the successful proactive efforts and accomplishments by NCDS. In our view, the NCDS approach is a real solution to problems that we frequently face as a profession. Further, it is important that we pause to salute dentists who individually or collectively place their energies and/or resources toward solutions rather than merely complain and seek help from another authority.

The NCDS experience is straightforward. The need for a dental hygiene program was seen as necessary to resolve the staffing deficiency in that region. Leadership made contacts with several community colleges and a private school in their nine-county area. They ultimately entered into an agreement with Shasta College, committing to raise $600,000 to start up a new program, which will graduate its first class in the spring of 2001. In addition to achieving their financial commitment, they have had an active Dental Advisory Board working with the college to develop curriculum and select the director. Their efforts required a committed leadership, starting with the board of directors of the dental society and the board of their dental foundation. One of the leaders emphasized the importance that teamwork within the society played in achieving their goal.

It is how they accomplished this goal that is impressive and important for other component societies to consider. How did a relatively small component of 215 members raise $600,000? They established a number of avenues rather than utilizing one method. They conducted a series of fundraisers during a five-year period which members lent or contributed various assets or property that could be auctioned. Several fundraisers netted $50,000 each, with much of the behind-the-scenes effort coming from dental spouses. Another source of funding was built into the society dues structure. They have been conducting a "Smile Shasta" program that was underwritten by a major commercial sponsor from dental industry. And some funds came from an assessment for C.E. programs conducted by the dental society.

Finally, and perhaps as important as any of these short-term efforts, they have encouraged their membership to include their foundation’s continuing scholarship and philanthropy activities into their individual estate planning. It seems clear that this dental society has made a firm commitment to develop an endowment that will contribute to the well-being of their nine-county community well into the future. Their mission, "Serving the dental and educational needs of the north state through philanthropy" should send a message to any dental society that wants to secure the highest level of respect for the dental profession in the community. I suspect that the leadership of this dental society has been able to gain significant professional satisfaction from the efforts they expended. Not only did they develop the resources to work toward resolution of a long-term staffing problem, but they have also secured considerable respect for their profession in their communities based upon their highly visible activities and contributions.

We know that there are other individuals and dental societies that have demonstrated achievements in their communities. At a time when some dentists question the value of professional membership affiliation, it is important to reflect upon accomplishments that demonstrate the merit of professional teamwork. We salute Northern California Dental Society for Getting the Job Done.