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• W1963894930 abstract "Do you ever wonder who is minding the store? You hear a lot about the AAO Board of Trustees’ hard work in representing the membership, and I know the same is true for the leaders of other professional orthodontic associations. But are they monitoring the big changes taking place globally? Is anyone watching the trends that affect health care—changing demographics, economic disparity, and technological innovations? Are policies being developed to secure a preferred future for orthodontics? We all know what we want for our practices in the future—more patients able to pay the fees, better-educated staff, and more leisure time away from the practice. And don’t forget the importance of finding someone to take over the practice when we retire. Yes, that might be what most of us want, but can this future be assured? Is this dream attainable for residents now graduating from our educational programs? Last February, the AAO Leadership Conference, under the direction of Trustee Raymond George and his committee, gathered some talented people to challenge our professional associations, our educational institutions, and even our orthodontic practices to “think beyond their experience and plan beyond their tenure.” During the 2-day session, Ed Barlow, a futurist and the president of Creating the Future, Inc. (www.creatingthefuture.com), provided direction. He stressed an “ends” policy to characterize the desired state of the organization. Bram Briggance, from the University of California at San Francisco Center for the Health Professions, gave a global view of the access-to-care issue and how it relates to leadership. The demography of an aging workforce means that we might not have enough workers to support a growing health care system. Care demands and needs of an aging population will add to the financial strain. Economic disparity will also influence our future. The gap between those who can and cannot afford treatment changed dramatically between 1979 and 2000. As incumbents in health care become wealthier, health policy and markets are driven to serve those with money rather than need. And now we have technology. Intellectual property in biotechnology is booming, with more than 1300 new biotech companies creating over 200,000 jobs. Technology has made modern health care, including orthodontics, a knowledge-based service. Those who have the knowledge and understand how to use it will have the decision-making power. In medicine, the percentage of adults accessing health information online has risen from 13.4% in 1997 to 88.5% in 2004. Supported by this new source of information, consumers demand excellent treatment at a reasonable cost. Many issues concerning dentistry (and orthodontics) are not unique in health care. Population concerns and access to care are, for the most part, secondary to practice development. Some professions seek exclusive control over the delivery of care; this can lead members to become too self-interested and reactionary. “The dental profession must ask itself whether it wants to be the leadership profession for the nation’s oral health concerns, or the leadership profession for bungalow solo private practices in the nation’s suburbs” (Ed O’Neil, 2004). Dr Briggance suggested that orthodontists should become the “access champions” of the dental profession. They should plan how to use their marketing skills and public relations successes to advance the cause of access. As a unified specialty, we should determine where services are most essential and concentrate efforts there; dentistry is effective when it focuses. Its efforts are successful, its outcomes are measurable, and its value is clear. I believe we should celebrate Children’s Dental Health Month with free orthodontic examinations. Our neighbors in Saint Louis, the American Association of Optometrists, have just such a public relations campaign that has enjoyed great success. But when the idea of free examinations to promote increased access to orthodontic care is raised, some of our members call it a bad idea. I am reminded of a sign said to hang prominently in Edward H. Angle’s Pasadena school circa 1923, “If you think you can’t do it—you probably can’t.” Can you picture your future practice? Your Board of Trustees takes governance very seriously in the face of changing demographics and research findings that influence how we will deliver treatment in the future. For what it’s worth, I think the store is in good hands." @default.
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• W1963894930 title "Trustees mind the store" @default.
• W1963894930 doi "https://doi.org/10.1016/j.ajodo.2005.03.004" @default.
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