{ association insights } contributed by the American Dental Association


Building a Strong Legacy for Future Generations


“W


e need everyone,” said Dr. Seth Walbridge, chair of the ADA New Dentist Committee (NDC), in the recent NDC Town Hall. He was referring to the importance of having “seasoned dentists,


new dentists and dental students” all take an active role in member- ship. And he’s right. Here’s why.


The ADA is in the midst of a major generational shift. The youngest Baby Boomers—the dominant generation for decades—are now near- ing retirement, and the new Generation Z, the “Zoomers,” are now graduating dental school and entering the profession.


ADA membership is a mix of three generations: Boomers, Generation X and Millennials, with the our highest market share in the late career generations. As the Boomer generation retires, and if we continue to lose ground with our Gen X and Gen Y cohorts, ADA membership will decline. Specifically, without significant efforts to create higher value for newer generations of dentists, ADA membership market share is anticipated to drop from its peak of 71 percent in 2005 to near 50 percent by 2032. Decreasing market share will lead to scarcity of avail- able resources and a reduced influence for our profession in the public and political space. Without addressing this challenge, the long-term viability of the tripartite—the ADA, MDA and local components—as leaders of the profession, is in doubt.


Membership is most vulnerable in the first one to three years follow- ing dental school graduation, when members go from paying nothing to paying something. This means ensuring this group receives strong value for the cost of membership is essential.


THINKING DIFFERENTLY


These current challenges require new and innovative thinking. Incom- ing dentists are being trained for a practice and professional environ- ment different than the ones their predecessors faced. They look different, practice different and often need different competencies. Future dentists work with and care for a diverse population of col- leagues and patients with varying backgrounds and perspectives. Some of the priorities for these younger generations include:


• Diversity, Equity and Inclusion is important. Research shows members, especially the younger cohorts, value diversity of mem- bership and leadership. At each level (local/state/national), it’s critical to consider CE speakers, leaders and board members who reflect the changing demographics and diversity of today’s world,


8 focus | SEP/OCT 2022 | ISSUE 5


Above are two recent ADA charts the MDA Board and staff have been reviewing and referencing in regard to membership trends. The top shows forecasted active market share, with a projected decline to 50 percent by 2032 if nothing changes. The middle shows current and projected generational shifts. The bottom defines generations.


including inclusivity of all genders, ages, practice modalities, sexual orientation, and racial and ethnic backgrounds. Research also shows organizations with a culture of diversity and inclusion tend to have greater innovation and creativity, be better at solving complex problems and consequently have better financial results.


• Time is valuable and scarce. Newer dentists are more likely to have young families, limited time off and more student debt to consider when taking off from work or away from their personal lives. They balance cost and time out of office with demonstrable


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