Alert: COVID-19 closures
The closure order from July 13 does not impact dental practices.
Robust membership comprised of members who are loyal to and engaged with CDA.
1.1 Develop a membership structure that meets the needs of students, present and future dentists, is sustainable and administratively sound
1.2 Refine, develop and implement recruitment programs utilizing evidence-based data
2.1 Implement the TDIC/TDIC Insurance Solutions, TDSC and CDA Presents business plans, market and promote key member programs
2.2 Promote key member benefits with focus on students and new dentists
2.3 Develop and implement a comprehensive communications plan that promotes a positive image of the profession and improves membership value
2.4 Identify opportunities to partner with component dental societies to strengthen the member experience and maximize member value at all levels of the tripartite
CDA is recognized by the profession and the public as the leading advocate for dentistry and the oral health of Californians.
3.1 Advocate for programs and services that improve access to oral health and eliminate barriers to care including implementation of the CDA Access Plan and collaboration with the state dental director
3.2 Promote the importance of oral health and dentistry’s role in the changing health care environment
3.3 Seek solutions to members’ concerns and patient care with private and government-sponsored benefit plans
3.4 Support CDA Foundation programs that provide dental care to underserved communities including CDA Cares and the Student Loan Repayment Grant
Optimal organizational leadership and infrastructure to meet member needs.
4.1 Develop and implement a customized training program that delivers education based on volunteer leaders unique needs
4.2 Refine volunteer pipeline development and selection processes based on a volunteer placement needs assessment
4.3 Provide sufficient, meaningful and inclusive volunteer opportunities
5.1 Develop and implement a technology plan that supports the current and future business needs of the organization
5.2 Develop an enterprise risk management strategy to continually evaluate risks facing the organization
5.3 Address long-term space and location requirements to support CDA’s future growth
Financial structure and forecasting that ensures organizational sustainability
6.1 Enhance current and evaluate new sources of non-dues revenue
6.2 Increase member awareness and utilization of existing revenue generating products and services
6.3 Offer revenue generating products and services to new markets
6.4 Reduce expenses in the delivery of programs and services
7.1 Create an annual operating budget with surplus net income to fund annual reserve spending
7.2 Ensure prudent annual reserve spending
Strategic Operations Director