{ from the editor } by Douglas Wyckoff, DDS • Editor


Thinking, Acting Strategically How ADA Strategic Forecasting Can Model Way for States


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n my previous editorial, I spent time discussing the ideas and concerns sur- rounding our decreasing membership. I also suggested it was time for all of us to start working together to spread the word about membership and what it offers. Time is of the essence; we cannot wait for things to take care of themselves. This mindset of doing things now and quickly is a tripar- tite issue. All levels of our organization are affected, and wheels are turning to get this downward slide reversed. We must dive in and come up with solutions to the age-old question, “What does the non-member want from membership in organized dentistry?”


Coming off the ADA’s House of Delegates (HOD) in Houston, it’s apparent leaders at the national level know there is an issue and are trying hard to make changes necessary for membership to be more fruitful to those who belong. The ADA HOD had a monu- mental vote affirming a resolution to support a new Strategic Forecasting Committee. Having passed this resolution, the way things evolve in and around the organization are going to look a lot different than they have in the past.


Getting things done on the ADA level has always rested on its annual House meeting. Getting issues and items taken care of in a timely manner was difficult, if not impossi- ble. We must start thinking strategically and allow for more expeditious decision making. Strategic Forecasting will allow just that. This is a movement that truly comes from the grassroots and moves upward. Waiting to discuss items once a year now will not have to happen, as ideas will be presented to the Strategic Forecasting Committee and disseminated upward to the appropriate entities for discussion and action if neces- sary. The addition of this Committee doesn’t eliminate the Officers, Board of Trustees,


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House of Delegates or existing Councils and Committees. What is does is allow for a more streamlined avenue, instead of what can feel like turning around an aircraft carrier in the ocean. It will be more like the speed boat ma- neuvering quickly and purposefully, cutting through the wake, to get business done in a faster manner.


So how does this tie in to increasing membership? I don’t know if a change in governance equates to bolstering member numbers, yet the way it is designed allows for more involvement from members, non- members and a variety of oral health stake- holders. It has been created with agility in mind: that specific groups will work on a task and when this issue is complete their work is done. In this way, those involved aren’t locked into multi-year commitments. These groups will be comprised of representation from over all the ADA Districts. Additionally, as I noted, there will be more opportunities for more dentists to be involved on a higher level which will enable any dentist to engage in decision making, without having to wait to climb a leadership ladder. And we know from new dentists and students they want to be immediately involved.


How does this affect us on the state level? Personally, I see this idea trickling down to the state and local levels as it gains momen- tum, as we too know, especially from our recent House of Delegates, that members want more opportunities to be engaged and participate. We need to hear from these members—often new and early career dentists—about their values and what they value in membership to be relevant and ef- fective as an organization. Policy Governance leadership has streamlined the way business is done at the Board of Trustees level and there still are improvements that always can be made. Yet the MDA House of Delegates,


what we consider our main membership meeting, only convenes annually. Thus, we still are moving that aircraft carrier in a time where speed boats are needed. Is this method and this meeting enough to get member engagement and feedback and make our organization more efficient and effective? I hope whatever benefits and learning come from the ADA Strategic Forecasting, that we can begin relating those at the state level, and quickly. While time is needed, we must re- main aware the sand is leaving the hourglass quickly.


By the time you read this, our MDA HOD will have met. Important matters will have been voted on and set as new guides for our association. The decisions will continue to help shape the MDA. I hope we all can look into the future and be willing to move outside our comfort levels to do things to allow us to be more functional and viable to entice dentists to become members of our association.


Contact Dr. Wyckoff at editor@ modental.org. Refer to additional information on membership trends on page 8 of this issue.


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