Strategic Plan

Mission: CDA is committed to the success of our members in service to their patients and the public.

Membership Model

Define and implement a membership model that prioritizes member engagement, experience and value, maximizes overall membership market share and strengthens the tripartite operations and sustainability to serve members.  

1.1 Beginning in 2023, increase frequency of member research to stay connected to member sentiments, needs and perceptions of value. Evaluate effective cadence by 2026.

1.2 Utilize member research to diversify education and events offerings to meet the needs of more members starting in 2024.

1.3 Execute the TDIC and TDIC Insurance Solutions strategic growth plan.

1.4 Expand member profile information captured to include data points that would allow for more customized communication and inform program/benefit decisions (e.g., practice modality, practice size) starting in 2024.

1.5 Consistently monitor, measure and adapt communication strategies to drive awareness and utilization of core benefits.

2.1 Increase data/research sharing between CDA and components to improve alignment on shared organizational strategies and serving members.

2.2 Fully leverage the Board of Component Representatives as both a conveyer of information between state and local organizations and a statewide sounding board for organizational strategies. 

2.3 Create consistent staff team engagement with component executive directors to align on shared goals, discuss areas of duplication and ensure consistent/baseline member benefit delivery. 

2.4 Invest in the development of respect-based relationships through the creation of dedicated leadership programming for CDA and component leaders.

3.1 Evaluate and adjust early and late career discounting strategies through a value-based pricing lens and assess opportunities to align discounting strategies with components to maximize member impact. 

3.2 Modernize member experience through system enhancements and operational protocols. 

3.3 Explore membership structure changes responsive to member research. 

3.4 Continuously evaluate pricing, positioning and packaging of products beyond membership (e.g., for fee education, career center and consulting offerings) and ensure each has sound protocol for measuring impact, effectiveness and future viability. 

Early Career Dentists

Prioritize engagement, programs and investments that acknowledge the unique needs of early career dentists, including the career path chosen, to maximize the recruitment and retention efforts with this segment.  

4.1 Create efficient mechanisms for tracking ‘what’s next’ for dental student market (e.g., residency, public health, DSO, associateship, private practice), including understanding migration patterns within and outside of the state and building appropriate communication vehicles

5.1 Reinforce, and where needed, reimagine the role of the CDA student delegation and partnership with ASDA. 

5.2 Continue to foster strong relationships with dental school deans and administrative staff and build strategy for faculty and alumni association engagement. 

5.3 Evaluate opportunities to expand student programs beyond California in key feeder markets and TDIC growth states. 

6.1 Diversify how resources and subject matter expertise are delivered to meet the demands/desires of this segment.

6.2 Create dedicated communication mechanisms and touchpoints for early career dentists. 

6.3 Evaluate and enhance resources for employee dentists to showcase and support various career pathways. 


Pursue initiatives that strengthen the practice of dentistry, address challenges within the dental payer environment and improve the oral health of Californians.  

7.1 Pursue legal avenues when needed to support significant dental benefit challenges. 

7.2 Pursue legislation to increase dental plan accountability and develop quality, meaningful dental plan requirements that address member challenges and meet the oral health care needs of Californians. 

8.1 Continually evaluate legislative strategies and program approaches to support the most significant staffing challenges in the most effective ways. 

8.2 Increase state and local partnership to maximize impact through complementary efforts. 

9.1 Advocate for programs and services that improve access to oral health and eliminate barriers to care. 

9.2 Maintain strong presence with legislators in collaboration with the state dental director to advance initiatives and secure critical budget funding for oral health programs. 

9.3 Execute the strategic plan of the CDA Foundation. 

Financial Sustainability

Diversify sources of and maximize non-dues revenue, prudently manage expenses and thoughtfully evaluate dues levels to maintain financial sustainability. 

10.1  Diligently evaluate expenses to ensure spend is managed and directed at the highest value member programs and services. 

10.2 Utilize financial modeling to inform necessary dues adjustments.

11.1 Continuously evaluate current endorsed services portfolio to ensure partners/programs are meeting expectations with respect to member value, utilization and revenue generation.

11.2 Utilize insights from member service, practice support and policy teams to identify opportunities for new endorsement categories to meet member needs. 

12.1 Develop research plan to expand understanding of the evolving needs of business partners to inform product development opportunities.

12.2 Evaluate existing product offerings – exhibits, sponsorship, advertising – to ensure pricing, positioning and packaging are maximizing revenue potential.