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Introduction
Dedicated members, represented by thousands of volunteers, are
the purpose of the ADA. The Association’s decisions are
informed by listening to the public, devoted providers of care
and the various communities that serve and support the health
care environment. Informed members and volunteer leaders supported
by valued and flexible staff, all willing to engage the issues
of our time, is the way our Association can be successful under
conditions of constant change. The key challenges for the ADA
in the future include the evolving health care marketplace, changing
membership demographics, globalization and the redefinition of
the role of associations in the information age. In order to
remain the relevant and vital organization it is today, the ADA
must focus on those services and activities that it can provide
better than other professional or commercial organizations, i.e.,
its core competencies.
The five major 2007–2010 ADA goals and their respective objectives,
listed in this plan, are formulated to support ADA’s core
competencies and to provide rapid response and valued services
to the public and the dental profession. Goals and objectives
are long-term strategies developed by the leadership; strategies
and action items are the purview of Association agencies and
may change annually. The working definition for each is below.
Goals: What “businesses”1 do we need
to be in for the next 3 years?
Objectives: What do we want to accomplish
in each of these?
Strategies: How do we get there?
Action Plans: What steps do
we need to take to accomplish the strategies?
1 For the purposes of the ADA Strategic
Plan, the term “business” is used in the sense
of the regular not-for-profit activities of the ADA, and
not “business activity” as that term is commonly
understood in the for-profit sector.
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Executive
Summary
ADA Vision Statement
The American Dental Association: The oral health authority committed
to the public and the profession.
ADA Mission Statement
The ADA is the professional association of dentists committed
to the public’s oral health, ethics, science and professional
advancement; leading a unified profession through initiatives
in advocacy, education, research and the development of standards.
ADA Goals: 2007–2010
Achieve Effective Advocacy for both oral health and the dental
profession, within the health care, public and policy communities.
Build Dynamic Communities to collaborate through new, cost effective
ways on strategic initiatives and policies.
Create and Transfer Knowledge to improve oral health, being the
most trusted source for information.
Lead in the Advancement of Standards that are essential for the
safe, appropriate and effective delivery of oral health care.
Attain Excellence in Operations through progressive and efficient
business management practices.
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Guiding
Principles, Values and Beliefs
The American Dental Association believes that . . .
- …optimal oral health is essential to the quality of
life.
- …optimal oral health is an integral component of overall
health.
- …the strength of the dental profession is directly
linked to the improvement of the public’s oral health.
- …the integrity of the patient-doctor relationship is
critical to positive health outcomes.
- …oral health care must be based on scientific principles
and clinical judgment.
- …prevention is the cornerstone of oral health care.
- …oral health care is best provided by a coordinated
team led by the dentist.
- …a properly educated and adequately sized workforce
is critical to the delivery of quality oral health care.
- …strong support of excellence in dental education and
lifelong learning is critical to the future of the profession.
- …the ADA principles of ethics are the hallmarks of
professionalism in dentistry.
- …all dentists should be members of the ADA and follow
its principles of ethics.
- …strong stable membership is critical to the Association’s
effectiveness.
- …the tripartite organization relationship is vital
to the ADA’s ability to achieve its goals.
- …an inclusive environment that values and embraces
membership diversity is essential.
- …access to leadership positions should be open to all
members in accordance with their talents and interests.
- …the Association must attract, employ, retain and recognize
skillful and dedicated staff.
- …ADA membership is a foundation of a successful practitioner.
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Goals
and Objectives: 2007–2010
The following pages include five strategic ADA goals for the years
2007–2010. Objectives for each of these goals are listed as
measures to guide the progress of the Association, and are intended
to cover the three year period unless noted otherwise. Strategies
and action plans to achieve the objectives are the responsibility
of ADA agencies and are subject to ADA Board of Trustees approval.
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 Goal:
Achieve Effective Advocacy for
both oral health and the dental profession, within
the health care, public and policy communities. |
Objectives2:
1. Preserve the dentist as the leader of a team which
provides comprehensive oral health care services in any
health care system.
2. Advocate for innovations that measurably increase access
to care for all segments of the population.
3. Maintain the trusted professional image of the dentist
among the top three professions.
4. Achieve full geographic practice mobility for licensed
dental professionals nationally by 2008 and explore international
mobility issues by 2010.
5. Advocate for the small business interests of the dental
office.
2 The objectives are not in ranked priority
order but are numbered for ease of reference.
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Goal: Build
Dynamic Communities to collaborate through new, cost effective ways on strategic
initiatives and policies. |
Objectives:
1. Achieve
a net growth in membership market share of at least 0.5 percent
annually with an ultimate goal of 75 percent by 2010.
2. Explore new categories of ADA membership addressing
oral health care team members, other related populations
and the international community.
3. Establish at least three innovative mechanisms that
enhance collaboration across all communities of interest
within dentistry, the global health care community and
the public.
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Goal: Create
and Transfer Knowledge to improve oral health, being the most trusted source
for information. |
Objectives3:
1. Increase the Association’s value to the public
through the transfer of timely, relevant and emerging
oral health information, annually.
2. Increase the understanding of oral health by the public,
other health professions and legislators by developing
at least one initiative specifically tailored to each
group every year.
3. Increase the Association’s value to the profession
annually, through the transfer of timely science and
practice information based on data, new knowledge and
emerging theory.
4. Participate in at least three initiatives that develop
and advance clinical dental practice research.
5. Advance the culture of lifelong learning in the dental
profession by developing at least four new mechanisms
that address the unique learning needs of the various
demographics of the profession.
3 The objectives are not in ranked priority
order but are numbered for ease of reference.
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Goal: Lead
in the Advancement of Standards that are essential for the safe, appropriate and effective
delivery of oral health care. |
Objectives:
1. Promote adherence to the ADA Principles of Ethics
and Code of Professional Conduct through at least one initiative
annually, for the safe, appropriate and effective delivery
of care.
2. Promote annually, through various forums, current U.S.
educational standards; innovation; and lifelong learning
curricula in dental and auxiliary programs in order to
meet changing patient treatment needs.
3. Participate, annually, in the leading national and
international standards development organizations effecting
standards for oral healthcare products, equipment, materials,
and informatics.
4. Collaborate on dental education standards through new
initiatives to continuously improve dental education
with interested international dental schools.
5. Increase the understanding and incorporation of evidence
based dentistry in the clinical judgment of practitioners
by providing at least three products, services, or educational
opportunities annually.
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Goal: Attain
Excellence in Operations through progressive and efficient business management
practices. |
Objectives4:
1. Achieve a 2 percent real growth annually in non-dues revenues
in order to minimize dues increases.
2. Explore and implement at least three new and innovative
means to achieve direct member and/or potential member
input and leadership development that is representative
of the demographics of the profession.
3. Gather and utilize appropriate information and market
research for major ADA initiatives and target all new
ADA products, services and activities with greater acknowledgment
of the diversity of the membership across generational,
cultural and professional perspectives.
4. Examine and optimize the ADA processes, management
and governance structures annually to focus all resources
to achieve the Association’s strategic goals.
4 The objectives are not in ranked priority
order but are numbered for ease of reference. Return to Top
The
ADA Planning Process
The Strategic Plan of the American Dental Association charts the
ADA's future as a strong and progressive organization. The Plan
addresses issues that will affect the future of the profession
and the ADA. It directs the ADA to allocate resources to essential
core initiatives. The Plan acknowledges that change is constant
and that the Association must position itself to anticipate,
take initiative and respond to these changes. For this reason,
the Plan is a dynamic document, updated annually. A committee,
with members from the Board of Trustees and the general membership,
guides that process of continual review. The planning process
recognizes the importance of ongoing self-study through analysis
of trends, member needs and Association accountability and performance.
Through its Strategic Plan, the Association communicates its purpose
as expressed in its Vision and Mission Statements. The common
convictions and heritage that unite the dental profession are
presented in the Plan's Guiding Principles, Values and Beliefs.
Prioritized goals set future direction. Specific strategies to
achieve the goals are set annually by the Board of Trustees.
Meeting membership needs and responding to key environmental trends
are the underpinnings of the ADA Strategic Plan for the years
2007–10. In preparation for developing the strategic plan,
an environmental assessment study5 was completed
in response to the ADA Board of Trustees’ request. The
study gathered relevant information from within the ADA as well
as from the world at large—both within and outside of health
care. The topics of investigation were identified under categories
customarily defined for this purpose in environmental scans:
socio-demographics; technology—both communication and clinical;
economic-including healthcare financing, labor and health care
delivery trends; environmental and the political—focusing
on global and standard-setting issues. Additional data from the
American Society of Association Executives as well as trends
in the practice of dentistry, and member perceptions were examined.
The ADA Member/Non-Member Opinion Surveys completed in 2004 provided
information on the immediate needs of dentists. The analysis
of all this information is the basis for the ADA Strategic Plan:
2007–2010. All of this information was utilized in a unique
process of scenario development to explore plausible futures
the ADA may be facing and for which it must be prepared in order
to be successful. The House of Delegates and other agencies,
including tripartite staff and volunteers are being engaged in
a continuous dialogue about the findings of the research and
the resultant Plan to ensure ongoing refreshing of the information
as the ADA moves forward.
5 The Forbes Group of Alexandria,
VA, an independent firm, conducted the study.
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Implementation
and Utilization of the ADA Strategic Plan
The ADA's Strategic Plan was developed to shape its future. It
is paramount that the Plan be fully integrated into its operational
structure. To make certain that the Plan is utilized to the fullest
possible extent, the following practices will be instituted:
1. A strategic planning committee, made up of Board of Trustee
members and other ADA members and staff, will continue to
review the dental profession's environment by analyzing trends,
assessing membership expectations and other valuable data. Based
on their annual review, recommendations shall be made to the
Board of Trustees annually regarding Plan action items for the
year ahead. Further, the committee will monitor the implementation
of the Plan by the agencies of the ADA.
2. The Strategic Plan will be integrated throughout the ADA's
agencies, councils, and programs by having the Plan and its updates
provided to these groups as they execute their own annual planning
processes. ADA programs, services, and projects must move the
Association toward the established mission statement and objectives.
3. The guiding principles and objectives contained in the Strategic
Plan and its updates shall provide the primary basis for the
annual budget development by agencies, staff and the Board of
Trustees. Financial resources shall be shifted toward areas of
greatest priority.
The above-stated practices make clear the intent of the Strategic
Plan, and its annual updates shall be the statement of the strategic
direction for the ADA.
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Acknowledgments
The 2004, 2005 and 2006
Strategic Planning Committee Members:
Dr. Richard Haught, president-elect, 2004
Dr. Robert M. Brandjord, president-elect; 2005
Dr. Kathleen Roth, president-elect; 2006
Dr. Roddy N. Feldman, trustee, Thirteenth District;
Dr. John S. Findley; trustee, Fifteenth District
Dr. Jeanne M. Nicolette, trustee, Seventh District
Dr. William Glecos, trustee, Third District
Dr. T. Carroll Player, trustee, Sixteenth District
Dr. Kevin Seidler, (chair), Texas
Dr. Kim U. Jernigan, Florida
Dr. David Neumeister, Vermont
Dr. Gregory A. Stoute, Massachusetts
Dr. K. David Anderson, Alabama
Dr. Greg Liberatore, New York
Dr. Teri Barichello, Oregon
Dr. James B. Bramson, ADA executive director
Ms. Mary Logan, ADA chief operating officer
Staff to the Committee:
Ms. Beril L. Basman, director, Office of Strategic Planning and
Consulting
Ms. Diane L. Ward, manager, projects and administrative support,
Office of Strategic Planning and Consulting.
Mr. Mark S. Rubin, Esq., Division of Legal Affairs, associate
general counsel
The Committee gratefully acknowledges the contributions of various
tripartite and ADA staff and agencies as well as communities
of interest that provided information to the Committee for its
deliberations and in the ongoing implementation of the ADA strategies.
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Download
ADA Strategic Plan 2007–2010
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