If the CDA is able to reach its full potential by accomplishing Goal #1, Ensure an Efficient and Viable Organization for the Future, what does that success look like in five years? How does that make us more effective as an organization?

  • The governance restructuring in the CDA over the past five years has quickly energized and inspired members across the state to not just join the CDA, but to become active participants in the organization.
  • Processes have been designed around the councils and committees and family of companies that have resulted in quicker and better decisions by defined decision makers. What was so often paralysis by analysis is now efficient decision making by highly engaged members with authority to act by the Board of Trustees. Councils and committee are now supported by issue specific ad-hoc committees that have more than doubled the number of members participating in the decision-making process.
  • The roles of leadership are well defined at all levels of the organization. Member value is well defined and well known throughout the organization.
  • A high functioning board, consisting of highly engaged and developed leaders at the constituent level, is now running the organization in concert with the Executive Director. A leadership development program has identified a dedicated core of members from the president down to the component committee members who are working to advance the CDA strategic plan for years to come. These leaders at all levels have been identified, are being developed and most importantly, are ready to work to better serve the membership.
  • By stripping the policies from the bylaws, there is greater stability and consistency in the organization. Critical modifications to policies can now be made by those who have the fiduciary duty to the organization at the board level. The organization is now, some have said, running like a highly efficient business.

If the CDA is able to reach its full potential by accomplishing Goal #2, Create the Infrastructure for Recruitment and Retention of Members, what does that success look like in five years? How does that make us more effective as an organization?

• An increase in membership to more than 80% market share has allowed the CDA to grow and better serve the profession. A larger staff has resulted in improvements in membership knowledge, improvements in program design and increased our ability to serve the membership.

• Auto renewal of membership dues has freed up resources and increased the membership experience for millennials, now the largest demographic of the CDA membership.

• The market share increase has resulted in an overall increase in the bargaining power the CDA has in the marketplace. This increase in bargaining power has allowed the CDA to negotiate better rates on its endorsed products and has increased the value of its advertising plans. Bottom line, businesses want to work with the CDA and a part of the member experience like never before.

• As we have increased our market share, our organization has grown dramatically. More members has meant more contributions to CODPAC, the CDA Small Donor Committee and to the CDA Foundation. An increase in PAC support has given us even more legislative clout, and increased donations to the foundation has allowed us to play an even larger role as the leading advocate for oral health in Colorado.

If the CDA is able to reach its full potential by accomplishing Goal #3, Ensure Quality Dental Care for all Coloradans, what does that success look like in five years? How does that make us more effective as an organization?

• The CDA set forth a vision in its strategic plan to be the Leading Advocate for Oral Health in Colorado. This goal not only meant leading the oral health conversation across the state through the CDA’s Dental Health Matters campaign and its partnership with the CDA Foundation, but it meant leading the profession through changes in the business model for the dentists.

• The CDA has been able to successfully measure the impact its efforts have had by increasing its metrics around access-to-care. These metrics have enabled the CDA to influence legislative policy to drive initiatives to support dentistry.

• The CDA recognizes that its members practice in many different settings, from private practice, to group practices, to public health and dental education. As the profession continues to integrate into medicine, the CDA has played a major role in supporting its members who are practicing in dental-medical integrated homes.

Credits:

Created with images by UBC Learning Commons - "Meeting" • Dale Beaumont - "Business Blueprint Apr 050" • FirmBee - "office freelancer computer" • PublicDomainPictures - "brunette cute fashion" • skeeze - "dentist patient dentistry" • oswaldoruiz - "dentist patient"

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