The Utah Dental Association holds itself wholly free from responsibility for the opinions, theories or criticisms herein expressed, except as otherwise declared by formal resolution adopted by the association. The UDA reserves the right to decline, withdraw or edit copy at its discretion.
UDA Action is published bi-monthly. Annual subscriptions rates are complimentary to all UDA members as a direct benefit of membership. Non-members $30.
UDA Action is published by Mills Publishing, Inc. 801-467-9419; 772 East 3300 South, Suite 200,
Lake City, Utah 84106.
PRESIDENT'S MESSAGE
AMERICAN EXPRESS GOT IT RIGHT
You may remember the hugely successful advertising slogan popularized by American Express back in 1987 “Membership has its privileges.” The implication, of course, was certain things were available only through the use of the American Express credit card. The phrase encapsulates the essence of the benefits that come with being part of a community or organization.
In today’s competitive business environment, professionals across various fields are increasingly recognizing the value of joining professional organizations. These associations offer a multitude of benefits, exclusive resources and services that are not available to non-members. Membership fosters a sense of belonging and community. Being part of a group with shared interests or goals cultivates meaningful relationships and connections. This network can provide support during challenges, celebrate successes, and create collaborative opportunities that may not be possible in isolation.
Membership in the American Dental Association (ADA) can help dentists navigate their careers and achieve their professional goals through the numerous advantages and benefits it offers that might not be available otherwise. Most certainly, ADA membership can enhance credibility and prestige. Being part of one of the most reputable and trusted organizations signals a commitment to professionalism and standards of excellence. This affiliation improves a dentist’s reputation in the profession, making it easier to establish trust with patients, employees, and peers. It positions a dentist as an engaged and dedicated member of the dental profession and opens doors to new opportunities.
This issue of the UDA Action is being sent to all licensed dentists, ADA members and non- ADA members in the state of Utah. Therefore, I would like to enumerate, without being totally inclusive, a few of the more valued benefits and privileges available through membership in the ADA and organized dentistry. I do it not only to inspire new membership, but to remind existing members of the privileges and benefits that membership brings.
1. Networking Opportunities:
One of the most significant benefits of membership in the ADA is the opportunity to connect with like-minded individuals. Members often have access to exclusive events, conferences, and workshops where they can meet dental leaders, potential mentors, and peers. Building a robust professional network can lead to new job opportunities, collaborations, associateships and partnerships that may not be available through traditional channels.
2. Access to Resources and Information:
The ADA provides members with valuable resources, including dental research, publications, and newsletters. These resources keep members informed about the latest trends, best practices, and innovations in dentistry. Financial benefits also play a crucial role in the value of membership. The ADA can negotiate discounts and deals for their members ranging from reduced prices on equipment, supplies and services. Access to such information and resources can enhance a member’s knowledge and skills, making them more competent and successful.
3. Professional Development:
The ADA offers training programs, certifications, and continuing education opportunities designed to help members advance their skills and knowledge. These professional development programs can be crucial for practice advancement, as they demonstrate a commitment to learning and improvement. Additionally, the ADA provides mentorship programs that pair less experienced members with seasoned professionals, fostering personal and professional growth.
4. Advocacy and Representation:
The ADA provides advocacy for the interests of all dentists at local, national, and international levels. They work on behalf of all dentists to influence policy, promote ethical standards, and address professional challenges. Being part of the ADA gives individuals a voice and a platform to contribute to the advancement of the dental profession.
5. Community and Support:
Belonging to the ADA fosters a sense of community among members. This support network can be invaluable, especially in challenging times. Members can share experiences, seek advice, and provide encouragement, creating a collaborative environment that promotes personal and professional wellbeing.
Some may think that the cost of joining the ADA is too expensive for what you get. I submit that the dues for membership could be multiplied many times over for the vast array of benefits, resources, advocacy and enhanced credibility that are offered as compared to the cost of trying to obtain them on your own.
Joining the ADA is a strategic investment in your career and personal development, opening doors to opportunities and resources that might not be available otherwise. American Express had it right, memberships does have its privileges.
Len Aste DDS UDA President
Our Services:
Successfully connecting the dentist’s present with their future
The Practice Optimizer Experience™
Plan and Prepare for a future transition
CONCEPTUAL TRANSITION EXPERIENCE
TRUSTED VALUATION ANALYSIS
REAL ESTATE, technology & Equipment review
Performed by DDSmatch Professional
Performed by Certified Valuation Analysts
Performed by DDSmatch, Modum, & local experts
IDEAL RETIREMENT CALCULATION Advisor Check-Up
DENTAL INSURANCE NAVIGATOR
ESTATE PLANNING COMPLETION
CLINICAL OPPORTUNITY BLUEPRINT TM
CRITICAL METRICS ANALYSIS
THE TRUSTED TRANSITION PROCESS®
Insurance Negotiation Report
Estate Planning Specialists
Performed by DI & DDSmatch
Dental Intelligence Growth Report
Performed by DDSmatch
I’LL BE AT THE UDA CONVENTION AT BOOTH #514
We help visualize your future, set achievable goals and devise strategies to start you in the direction of your post-transition dreams, well in advance of your intended transition timeframe. We will walk through how our qualified dental advisors will work to optimize your practice and enhance your digital marketing and web presence.
Your practice will be analyzed by independent third-party Certified Valuation Analysts with dental industry expertise. The findings of Blue & Company are fair, reliable, and respected by banking institutions. This analysis leads the financial process for all parties.
A review of your lease, real estate, facilities & equipment, lets you know where you stand. For your building, DDSmatch provides Broker Price Opinions utilizing Modum Technologies Real Estate Appraisers, which yields a commercial valuation report known for its quality. In conjunction with local equipment & technology companies, we willidentify strengths, weaknesses, & opportunities with your technology and equipment, so you can make informed decisions and capture full depreciation.
Financial Review of investments and future income projections to establish security in timing and planning for future transition with trusted advisors. This can be done in tandem with your current advisor or a supplement as a third-party opinion
Comprehensive and customized consultation with trusted PPO experts on the current Dental Insurance plans in place in your practice & isolation of new plans to consider or plans to discontinue to achieve your ideal payor mix.
A personal introduction to DDSmatch vetted estate planning specialists to help you update or create critical documents to prepare and protect the practice assets and value in the event of an unforeseen death or disability.
DDSmatch will collaborate with Dental Intelligence to analyze your data to reveal your practice’s potential in a detailed report. The Clinical Opportunity Report reveals opportunities, detailing production mix and intensity, new patient flow and more to give potential buyers confidence in their future success.
Dental Intelligence uses sophisticated software to retrieve practice data to analyze six key metrics resulting in a detailed report that will help you save time, help more patients & increase productivity. As DI, says, what gets measured gets improved. Your DDSmatch Professional will meet with you at regular intervals to discuss the findings.
When the time is right, The Trusted Transition Process® provides a clear and consistent path to help you transition your practice, while maintaining the legacy you worked so hard to establish We offer a complete range of professional services, which includes a full business valuation, to provide leadership from the start of your transition to the successful finish.
PRACTICE
CORPORATE TRANSPARENCY ACT REQUIRES MOST DENTAL PRACTICES TO REPORT INFORMATION ABOUT THEIR OWNERSHIP
Deadline for filing beneficial ownership reports is Jan. 1, 2025
Dental practices that meet certain requirements can begin providing information on both the practice and its “beneficial owners.
The Corporate Transparency Act, enacted by Congress in 2021, intends to combat the use of businesses as money-laundering operations. It requires certain businesses to report information to the U.S. Department of the Treasury’s Financial Crimes Enforcement Unit about their ownership.
The Financial Crimes Enforcement Network began accepting beneficial ownership information reports on Jan. 1, and all existing dental practices and companies that meet the requirements have one year to file before facing penalties.
Dental practices must file under the act if it meets one or both of the following criteria:
• The practice employs fewer than 20 people.
• The practice generates less than $5 million (gross receipts) in revenue annually.
Reporting companies created or registered to do business in the U.S. before Jan. 1, 2024, must file by Jan. 1, 2025.
Failing to file a report, knowingly providing false information or refusing to provide information if you are a beneficial owner can all carry both civil and criminal penalties. Civil penalties include fines of up to $500 per day until the violation is fixed. Criminal penalties include fines of up to $10,000 and/or imprisonment for up to two years
According to the statute, a “beneficial owner” need not necessarily own shares or have a financial stake in the business. A beneficial owner:
• Owns or controls at least 25% of the business, or
• Exercises substantial control over the business.
The final rule clarifies that “substantial control” includes senior officers of a business, as well as anyone with significant influence over important decisions, even if that person has no formal decision-making power. That also extends to any contractual or financial relationships.
“For those uncertain whether a particular person qualifies as a beneficial owner, it is recommended to consult legal counsel when making determinations on beneficial ownership,” said Jeffrey Ottley, D.M.D., ADA Council on Dental Practice chair.
Beneficial ownership information reporting is not an annual requirement. A report only needs to be submitted once, unless the filer needs to update or correct information.
Existing dental practices will need to report information on
both the practice itself and its “beneficial owners”:
For the business:
• Practice’s legal name.
• Any trade names.
• Practice’s current address.
• The jurisdiction (state, territory, or District of Columbia) in which the business was formed.
• The business’s tax ID number.
For the beneficial owners:
• Name.
• Date of birth.
• Residential address.
• An ID number from one of the following forms of. identification: driver’s license, passport, or state I.D.
• A copy of the form of identification used.
Employees of a dental practice need do nothing unless they are significantly involved in making business or financial decisions for the practice. In that case, the employee may be asked to provide their information as a beneficial owner.
A letter from the ADA to the U.S. Senate will be sent the week of Jan. 8 urging them to pass legislation extending the deadline for companies to report ownership information.
“The vast majority of dental practices are small businesses that would be subject to these burdensome reporting requirements, and an extension of the deadline would allow both dental practices and FinCEN to have time to prepare for reporting,” according to the letter. “Dental practices are already under a heavy administrative burden and complying with the new Corporate Transparency Act would only make that burden heavier … Extending reporting deadlines would allow FinCEN more time to educate the public on reporting, and would help dental practices and other small businesses to be able to better understand what is required of them.”
“We are working on understanding this requirement and asking for more time to allow us to provide guidance to our members,” Dr. Ottley said.
Visit fincen.gov/boi to file a report, view informational videos and webinars, find answers to frequently asked questions, connect to the contact center and learn more about how to report.
FinCEN’s Small Entity Compliance Guide walks small businesses through the requirements.
The ADA created a FAQ document to help dentists with questions.
FOCUS
On November 10, 1995 a transcript of a conversation was released from the Chief of Naval Operations of the United States Navy. It refers to an exchange recorded by the USS Abraham Lincoln off the coast of Newfoundland the month before in October. The Americans noted by radar that they were on a collision course and began the exchange. It reads:
Americans: “Please divert your course 15 degrees to the North to avoid a collision.”
Canadians: “Recommend you divert YOUR course 15 degrees to the South to avoid a collision.”
Americans: “This is the captain of a US Navy ship. I say again, divert YOUR course.”
Canadians: “No, I say again, you divert YOUR course.”
Americans: “THIS IS THE AIRCRAFT CARRIER USS ABRAHAM LINCOLN, THE SECOND LARGEST SHIP IN THE UNITED STATES ATLANTIC FLEET. WE ARE ACCOMPANIED BY THREE DESTROYERS, THREE CRUISERS AND NUMEROUS SUPPORT VESSELS. I DEMAND THAT YOU CHANGE YOUR COURSE 15 DEGREES NORTH OR COUNTER MEASURES WILL BE UNDERTAKEN TO ENSURE THE SAFETY OF THIS SHIP!”
The Canadian response at that point was short and succinct......
Canadians: “This is a lighthouse. Your call.”
Focus on the right course is everything!
As Oral Health Professionals, we must maintain our focus on what is most important, and why we choose to be a part of this profession. Providing excellent oral health care is essential. The patient is like the lighthouse in this scenario.... our patients are a “constant” in the equation, and our commitment to providing “patient-centered” care is a priority that doesn’t change, regardless of the circumstances.
All of the nuances of various practice models can be distracting and might cause us to lose sight of our correct course, even thinking the situation must change to fit a non “patient-centered’ model. When we become more “business-oriented” rather than “patient oriented,” we are on a collision course leading to outcomes that are less than our best, and less than what the patient deserves. To be sure, there is nothing wrong with being a smart businesswoman or businessman, but never at the expense of the quality of care we provide. This can be a “win-win.”
Any practice scenario can be “patient-centered.” Whether we are in a public health setting, private practice- alone or in a group, or a large corporate practice......if done right, any scenario can be “patient centered.” It is up to us to “steer the ship” on the right course.
We stretch ourselves with continued education, so we are current with the latest and most beneficial treatments for our patients. We look for innovation in technology that truly improves outcomes, not just looks fancy. We maintain a high level of professionalism by having integrity in how we treatment plan, provide treatment, bill and collect from patients and payers. And, most of all, we show kindness and empathy to every patient. That is our lighthouse....that cannot change as we have the privilege to make sure we deliver oral care on the “right course.”
Many talk today about “access to care.” We are lucky that in the State of Utah we have avenues in place making oral health care accessible to all populations, even the underserved. The Utah Dental Association is front and center in that effort, and we applaud Utah Dentists for all they do to “stay the course.” Let’s continue to push ourselves with excellence as we navigate our professional “ships” and keep our eye on the constant lighthouse that is our patients.
James H. Bekker, DMD ADA Delegate
PRACTICE
THE DOUBLE-EDGED SWORD OF COMPASSION AND CARING IN DENTISTRY
Dentistry is a demanding field that requires a unique blend of technical skill, compassion, and empathy. While being compassionate and caring is often seen as a cornerstone of good practice, it can be a double-edged sword. Our ability to connect with patients on a personal level can be both a blessing and a curse, leading to both profound rewards and significant challenges.
Day in and day out, we dentists witness the ravages of disease, the scars of trauma, and the simple wear and tear of time. We see the fear in a child’s eyes as they are approached by the high-speed handpiece, the resignation in an elderly patient’s gaze as they contemplate dentures, and the despair in a young kid’s face as they’re told they have a cavity. It can be a constant stream of stress, both physical and emotional, that can wear down even the most hardened soul.
Being caring and compassionate can be a powerful force for good in dentistry. It allows us as healthcare providers to establish trust with our patients, create a comfortable and supportive environment, and ultimately provide better care. By choosing to care compassionately, we can create a positive and healing experience. This can be a significant source of personal fulfillment and satisfaction. Witnessing the positive impact of our work on patients’ lives can be deeply rewarding. Maya Angelou wrote, “People may forget what you said, but they will never forget how you made them feel.” By demonstrating care and compassion, we can make a lasting impression on our patients, leaving them feeling valued, understood, and supported.
However, caring can also be a curse. We must provide comfort, relief, and hope to those in need. We must be strong when our patients are weak, and compassionate when our patients are in despair. This constant outpouring of empathy can take a toll. The emotional investment required to connect with patients can be draining, leading to burnout and the phenomenon known as compassion fatigue. The American Medical Association defines compassion fatigue as, “a state of emotional and physical exhaustion that can occur in healthcare professionals who are
exposed to the suffering of others on a regular basis.” When we healthcare providers become too emotionally invested in our patients’ experiences, we may find it difficult to maintain a healthy balance between our professional and personal lives. Disappointment and frustration may follow when treatments don’t go as planned or if expectations aren’t met. This can lead to stress, anxiety, and depression. To combat compassion fatigue, we must cultivate a deep understanding of our own limits and boundaries. Just as a farmer must know when to rest their fields, so too must we discern when to step away from the dental chair. This might mean taking a vacation, engaging in hobbies, or spending time in nature. It is essential that we replenish our emotional reserves, to fill the well that has been depleted by the demands of our profession.
Yet, to retreat entirely into a state of emotional detachment would be to betray the very essence of dentistry. We are called upon to be healers, comforters, and sources of hope in the face of pain. To care too little would be to neglect the human element of our work. We must learn to balance compassion with detachment, to maintain a sense of empathy without becoming overwhelmed by the suffering of others. I find comfort in the words of Anne Morrow Lindbergh who is quoted as saying, “My life cannot implement into action the demands of all the people to whom my heart responds.”
Finding the right balance of being compassionate and caring is a complex aspect of the dental profession. By understanding both the blessings and the curses of caring, we as healthcare providers can better manage the emotional demands of our work and provide the highest quality of care to our patients. One way to achieve this balance is to cultivate a sense of gratitude. By focusing on the positive aspects of our work, we can counterbalance the negative emotions that can contribute to compassion fatigue. This might involve taking pleasure in the satisfaction of a successful procedure, or simply appreciating the trust and confidence that patients place in us. We can also seek support from colleagues and mentors. Sharing experiences and challenges with others can help to alleviate feelings of isolation and burnout. Additionally, participating in continuing education can provide new perspectives and techniques that can make our work more rewarding and fulfilling.
Compassion fatigue is a real and significant challenge for dentists. By understanding our own limits, cultivating gratitude, and seeking support from others, we can strike a healthy balance between caring too much and caring too little. By doing so, we can continue to provide compassionate and effective care to our patients, while preserving our own emotional well-being.
Randy Capener, DMD UDA Secretary
Photo: Image licensed by Ingram Image
THE LOW INSURANCE REIMBURSEMENT DILEMMA
Over the past several years, in conversations with Utah dentists, two complaints have emerged more frequently than any others. The first is the low reimbursement rates from third-party payers (insurance companies), and the second—especially since COVID— relates to workforce issues, particularly the challenge of hiring hygienists and assistants at fair and equitable wages. This is not just a local issue but a national one. The two problems are interrelated: if we aren’t receiving adequate reimbursement for our services, how can we offer competitive compensation to those who work with us?
Stagnant insurance reimbursement rates have been a long-standing concern, and there’s little indication that they will improve anytime soon. For example, at the Western States Presidents’ Meeting this past summer, leaders from Washington State shared their recent experience with a major insurer. The company informed providers that they would be reducing allowable reimbursements by 20%. To add insult to injury, they also announced that out-of-network reimbursements would drop from 80% of the usual and customary rates to just 25%, effectively forcing every provider to accept the lower rates.
You might wonder, why not simply drop the insurance altogether? In Washington, this particular insurer accounts for roughly 60% of the patient base in most offices, making it nearly impossible for practices to walk away.
So how do insurance companies determine pricing, and what gives them the power to dictate terms to dentists? While the precise answer can be elusive, two factors consistently emerge. First, insurance companies set fees by zip code, basing payments on what they deem usual and customary for a given area. Second, they adjust fee schedules based on the saturation of providers within a specific plan. If a high percentage of dentists participate in a plan, insurers feel less pressure to adjust fees, as the current rates are sufficient to meet their needs. Essentially, the fees are determined by the dentists willing to accept them.
The good news is that dentists have more influence than they often realize when it comes to these fee schedules. If you are comfortable with the rates, accept the plan. If not, negotiate for better terms or choose not to sign on as a provider. If enough dentists refuse unsatisfactory rates, the insurance company will
eventually adjust them. This happened recently in one of our state’s districts, where all the local dentists declined to accept a plan, prompting the insurer to return with more competitive rates.
Dentistry, for better or worse, is a business, and running a profitable practice is essential for long-term sustainability. If the relationship with an insurance company is fair, they can be a valuable partner in the success of the practice. However, if it’s not, concerns about financial viability can quickly arise.
If you’d like to take a more active role in dealing with insurance companies, the ADA offers a Third-Party Payer Concierge Program that assists with all things insurance-related, including contract negotiations. The best time to negotiate is before signing a contract, and the ADA can help you maximize the terms. They also offer a range of other practice management and financial services to help dentists reach their goals.
At the UDA, we’ve compiled a list of local resources to help you manage your practice. If you’d like assistance, please reach out to us, and we’ll provide options tailored to your needs.
If low insurance reimbursements and workforce challenges are major concerns for you, know that you have more leverage than you might think. We encourage you to reach out if you need help. Both the UDA and ADA are here to support you. When you succeed, the entire profession succeeds.
Rodney Thornell, DMD UDA President Elect
Photo: Image licensed by Ingram Image
DENTAL LICENSING LEVELS HAVE BEEN CONFUSING
AND MISUNDERSTOOD
Most of you are aware that Dental licensing levels and parameters have changed multiple times over the past 5 or 6 years. We have gone through several classification levels being renamed. We had Class I, II, III, and IV. Then we had Class A, B, C, D, E. Now we have Local Anesthesia permit, Minimal Sedation permit, Moderate Sedation permit and Deep Sedation and General Anesthesia permit.
We’ve also seen some of the parameters for each license level change slightly over the years. It may have seemed difficult to follow and easy to get mixed up on what is old or what is current Rule. I hope this article helps educate you on license levels and what is expected. It is important to have a correct dental license level equivalent to what you use in your practice for sedation.
Local anesthesia is the foundation of pain control in dentistry. Although the use of local anesthetics in dentistry has a long record of safety, dentists must be aware of the maximum safe dosage limit for each patient, since large doses of local anesthetics may increase the level of central nervous system depression with sedation. The use of minimal and moderate sedation requires an understanding of local anesthesia and the physiologic and pharmacologic implications of the local anesthetic agents when combined with the sedative agents.
The level of sedation is entirely independent of the route of administration. Moderate and deep sedation or general anesthesia may be achieved via any route of administration and thus an appropriately consistent level of training must be established.
A dentist should know and review the parameters and limits of the sedation levels. Here are the definitions of those sedation levels from the ADA Guidelines for the Use of Sedation and General Anesthesia by Dentists:
MINIMAL SEDATION (previously known as anxiolysis) – a minimally depressed level of consciousness, produced by a pharmacological method, that retains the patient’s ability to independently and continuously maintain an airway and respond normally to tactile stimulation and verbal command. Although cognitive function and coordination may be modestly impaired, ventilatory and cardiovascular functions are unaffected.
MODERATE SEDATION – a drug-induced depression of consciousness during which patients respond purposefully to verbal commands, either alone or accompanied by light tactile stimulation. No interventions are required to maintain a patent airway, and spontaneous ventilation is adequate. Cardiovascular function is usually maintained.
DEEP SEDATION AND GENERAL ANESTHESIA
deep sedation – a drug-induced depression of consciousness during which patients cannot be easily aroused but respond purposefully following repeated or painful stimulation. The ability to independently maintain ventilatory function may be impaired. Patients may require assistance in maintaining a patent airway, and spontaneous ventilation may be inadequate. Cardiovascular function is usually maintained.
general anesthesia – a drug-induced loss of consciousness during which patients are not arousable, even by painful stimulation. The ability to independently maintain ventilatory function is often impaired. Patients often require assistance in maintaining a patent airway, and positive pressure ventilation may be required because of depressed spontaneous ventilation or drug induced depression of neuromuscular function. Cardiovascular function may be impaired.
Using Nitrous Oxide (laughing gas) is considered a form of minimal sedation; when inhaled with oxygen, it allows patients to remain conscious while experiencing a relaxed state, enabling them to respond to verbal commands, making it the most common method for minimal sedation in dentistry. Yet, DOPL allows a dentist with a Local Anesthesia permit to use Nitrous in their practice. They do not require a dentist to have a Minimal Sedation license level until the dentist includes the administration of an enteral medication for sedation.
This has led many to misinterpret, at times, that a Minimal Sedation level license is needed in order to administer Nitrous. I have been known to misrepresent that a Minimal License level is needed to use nitrous recently. I hope this article clears up any previous misrepresentation of the Rules on licensing levels based on Sedation.
If you would like to read the actual Rules on this, go to www. dopl.utah.gov/dental and find the Dentist and Dental Hygienist Practice Act Rule, R156-69 Look for R156-69-301a for the Rules on Dentist Anesthesia and Analgesia license levels and then check out the next section R156-69-301b which explains the permit qualifications for the levels of Dentist Anesthesia and Analgesia license levels.
Val
Radmall, DDS
UDA Executive Director
THE UDA SHOULD CHANGE ITS GOVERNANCE STRUCTURE ASSOCIATION
CONSIDER THIS SCENARIO……….
Every year you arrange a party for about 90 guests, many who have been invited to attend several years in a row. An appropriate sized venue is reserved, light snacks arranged, and invitations sent a couple of months in advance. You want to make sure the number of attendees matches the size of the reserved venue, so you invite a few extra guests –actually that’s 224 extras! Multiple reminders are sent to all who had confirmed their attendance and additional contacts made with the many potential attendees. The day of the party came and disappointingly only 73 guests actually came – less than 25% of the 311 you invited.
This was the reality of the 2024 UDA House of Delegates (HOD) in February.
At the 2023 UDA HOD, attendance was similar, but fewer invitations – only 236 were made and fewer delegates attended – 63, still only about 25% of the 236 who were invited.
The current UDA By-laws state that the purpose of the HOD is to: determine governing policies, elect UDA officers and ADA Delegates, adopt the annual budget, and act as the supreme authoritative body. The HOD has traditionally been held at the end of the annual UDA convention. Each of the 15 UDA Districts throughout the state are invited to send representatives. Each District is to send 1 delegate for each of its 15 members. In 2024, only 8 of the 15 districts had full representation, and 1 district had no representation. In 2023, only 6 districts had full representation, and again, 1 had none.
Doctors, the findings described above, along with declining UDA membership, lead to a diagnosis that the UDA has the potential in the near future to become less than fully relevant, and that the way we are governing the UDA through a HOD isn’t a solution to member engagement and retention. At some point, having fewer UDA members will lead to the loss of a united, authoritative voice advocating for reasonable Federal and State regulations; including those surrounding 3rd Party Payers, the loss of access to inexpensive, local, continuing education, and the united
support for legislation which protects the publics’ oral health; like fluoridation, access-to-care initiatives, and dental career and oral health education.
BACKGROUND FOR YOUR CONSIDERATION……….
The current UDA HOD status quo has been studied by the UDA Board for the past few years. We’ve looked at how other states’ associations govern which have membership numbers close to ours, as well as a similar population demographic of a few large cities, and most of the rest of their state being rural.
• Missouri changed from a HOD several years ago and now governs with a Board of Trustees with just 12 members made up of 4 elected officers and 8 at-large members.
• Kansas likewise has no HOD, just a Board of Trustees with 25 members made up of 6 officers and 19 District Representatives.
• West Virginia dropped their HOD many years ago and governs with a 26 member Executive Council made up of 7 officers, 2 ADA Delegates, and 17 regionally appointed “delegates”.
A PROPOSAL FOR CHANGE……….
Eliminate the UDA HOD and the meeting held at the end of the annual UDA Convention and replace it with a Utah Dental Association Leaders Council (UDA-LC) consisting of
Photo: Image licensed by Ingram Image
9 Members of the UDA Board of Directors (President, President-elect, Treasurer, Secretary, Immediate Past-President, the 3 ADA Delegates and the 2-yr Alternate ADA Delegate
7 At-large members appointed by the UDA Board – 1 each nominated from the largest Districts: Dixie, North Davis, South Davis, Provo, Salt Lake North, Salt Lake South, Weber.
6 At-large members appointed by the UDA Board - nominated from the Box Elder, Cache, Canyonlands, Cedar Breaks, Tooele, Unitah Basin, and Wasatch Back Districts.
3 At-large members from among the following: UDA 1-yr Guest Board Member, ASDA Student Leader, UDA Convention Leadership, State Dental Director, Past UDA Officer, UDA Political Action Chair, Roseman Dental School Faculty, U of U School of Dentistry Faculty, Dental School Liaison, Give Kids A Smile Coordinator or others as determined by the UDA Board.
Meetings: The UDA-LC would meet at least 3 times per year. One would be an in-person “Annual Meeting” which would include election of UDA officers, and approval of an annual budget. The other UDA-LC meetings would be held electronically. The UDA Board would develop the agenda for the UDALC meetings with input from its members, which could include presentations regarding legislative, UDA or ADA matters, and voting on matters of UDA policy. The UDA-LC could decide to make the meetings electronically accessible to all UDA members in a listen-only format or hold part of a meeting as an “electronic town hall”, allowing any UDA member to ask questions and make comments.
Terms of Service: UDA-LC At-large members would be appointed to serve 2-year terms and could be reappointed to 1 consecutive term. Initially, 8 of the 16 At-large members would be appointed to a 1-year term, to begin the rotation of UDA-LC members.
Q & A……….
1) How will the UDA-LC avoid being a “closed” group with a culture of favoritism and preferential appointees? 13 of the At-large members are nominated by UDA Districts. These nominations could be made by the District officers or a member self-nominating. Requiring geographic representation is important to helping all UDA members feel they can have a voice in the governance of the UDA.
2) Will the “Annual Meeting” still be held in conjunction with the UDA Convention? Likely not. Currently, the cost of a meeting room for the UDA HOD at the Salt Palace is substantial – several thousand dollars. With only 25 UDA-LC members plus a handful of staff and guests, an in-person meeting could be held in a much smaller space, without the high food and audio-visual costs, we currently are paying.
3) How do you see the UDA-LC being more effective and efficient than the current UDA HOD? Currently the members of the UDA Board are those most consistently aware of the state and federal regulatory and legislative agendas including 3rd Party Payer and workforce issues. Having at least 25 UDA members aware and engaged in communicating matters affecting the dental profession across the state, increases the opportunity for individual members to be engaged with regulatory and policy issues. Better communication is one of the best ways to show the value of membership in the local, state and national association.
4) What other beneficial value could the UDA-LC bring to Utah Dentists? Being a member of the UDA-LC provides leadership training through awareness of the UDA and ADA governance processes and their advocacy for the dental profession. This high level exposure to the UDA and ADA efforts could be a catalyst for a member to want to lead a District, run for a UDA office or even investigate an opportunity to be appointed to the DOPL Board or seek elected to the Legislature. The geographic and demographic distribution of UDA-LC members can help communicate to all dentists, whether they are UDA members or not, that united in service we can preserve and protect our dental profession, including the careers of our team members and the public.
5) What is the process to change the UDA governance structure? Elimination of the UDA HOD and replacement with the UDA-LC would require the existing UDA Bylaws to be changed by the UDA HOD at its annual meeting scheduled on January 24, 2025 - after the UDA Convention. Bylaws changes require a 2/3rds vote of the majority of the delegates present. The UDA Board would prepare a resolution and send it along with other resolutions, to delegates, prior to the meeting.
Finally, the UDA is your association. You should have a voice in how it is governed and have the expectation that in uniting we leverage the cost of membership to provide greater value and benefits than we can as individuals or small groups.
I believe it’s time to make a change to become more relevant to our members and intentional in the way we communicate and serve. To quote New York Times best-selling author Mandy Hale, “Change can be scary, but you know what’s scarier? Allowing fear to stop you from growing, evolving and progressing.” With a declining membership in both the UDA and ADA, our profession decreases its validity and ability to influence policy that affects our success and our patients’ health.
The UDA Board including myself wants to hear from you about this potential change. We’ve heard from many of you the past few months at CQI’s. Please contact the UDA office by email at becky@uda.org or at my personal email address below.
Scott Theurer DMD
ADA Delegate / UDA Board member Sltheurer@gmail.com
ASSOCIATION
MY CONCERNS ABOUT THE PROPOSED LEADERSHIP COUNCIL
At the upcoming UDA House of Delegates meeting, a resolution will be presented to change the governance structure of the Utah Dental Association, replacing the House of Delegates (HOD) with a Leadership Council (LC). I’ve been asked to express my concerns regarding this proposed change.
This proposal arises from challenges in convening a quorum at HOD meetings and the associated costs. However, I believe these issues can be addressed without overhauling our governance.
First, increasing participation among dentists could resolve quorum issues. I encourage more members to volunteer an hour (or so) at the end of each day of the UDA convention to engage with key issues affecting dentistry in Utah. As a UDA member, you are welcome to attend the meeting and can even be appointed as a delegate if your district lacks sufficient representation.
Second, the claim that meeting costs are a concern seems unfounded. The benefits of gathering as a group far outweigh the expenses of room rental (which is already being used for convention lectures) and light refreshments.
Here are some of the concerns I have with the proposed Leadership Council:
Consolidation of Power: Transitioning from a governing body of over 100 dentists to a mere 25 could enable a small faction to dominate UDA leadership. If a few individuals gain control and appoint their allies to the council, it could lead to a potential coup. For instance, after consolidating their leadership, the California Dental Association (CDA) recently attempted to break away and from the ADA and not require its dentists to pay national dues. The CDA came very close to achieving their goal and it took a lot of persuasion from the national association to convince the CDA to maintain the current tripartite structure. While I don’t foresee a similar scenario in Utah, the risk exists, and I would prefer to avoid it.
Lack of Representation from Small Districts: In the proposed change, 6 at large nominated members would come from large districts along the Wasatch front and 5 would come from smaller districts. My concern is that 5 of the proposed positions on the council will be appointed from Ex-Officio UDA Board Members. The current pool of these individuals all live in Salt Lake County. If the proposed LC was in place today, 17 of the 25 would be from large districts, most from Salt Lake County. Only 8 council members would represent small districts. In this scenario, rural parts of the state are underrepresented. In the current leadership system, many of the delegates from smaller districts come from long distances and stay for the House meeting because they have a hotel room and are willing to give an extra hour of their time before dinner. Smaller districts are well represented in the current HOD structure.
Effective Communication: A large gathering of dentists is essential for discussing important issues affecting our profession. Resolutions are voted on after robust discussions, and during my time attending HOD meetings, I have valued insights from local legislators, national ADA leaders and esteemed colleagues. This dynamic interaction fosters a deeper understanding of relevant concerns and is invaluable for our collective advocacy to have this audience hear about pertinent issues.
Reduced Member Engagement: A smaller council may lead to decreased engagement among members. The current system encourages broader participation, fostering a sense of community and collective responsibility. With fewer representatives, some members may feel their voices are not heard.
Lack of Diversity of Opinions: A larger governing body tends to bring diverse perspectives to the table. A smaller council might limit this diversity, potentially resulting in decisions that do not fully reflect the interests of all members, especially those from varied backgrounds or practice settings.
Importance of Electing Officers: The HOD provides a vital platform for electing board members who represent us at the state and national levels. With a smaller LC, the appointment process risks becoming a popularity contest rather than a true reflection of merit. Those with more connections on the LC may ascend to leadership positions, undermining the integrity of our election process. It’s crucial that we elect the best candidates through a larger, more representative body.
If you believe in maintaining the governance structure that has served us well for decades, I urge you to attend the upcoming House of Delegates meeting at the UDA convention. Talk to your local district leadership about becoming a UDA delegate. Your voice matters! Engaging in this process is vital for identifying future leaders who care about our profession and making a lasting impact on dentistry in Utah.
Darren Chamberlain, DDS ADA Delegate
READ EVERYTHING ASSOCIATION
A couple years ago our family started talking about hiking the Grand Canyon. After doing a little research and asking others who had firsthand experience, we decided to attempt the hike over Spring Break. Our research suggested we ordered crampons and we recruited my brother and his family to go as well because they had made the hike the year before. Our plans simply consisted of starting around 6:30 AM, descending South Kaibab Trail, spending lunch at Phantom Ranch and ascending the Bright Angel Trail. All in time to get to Phoenix later that night.
Twenty-seven degrees welcomed us that morning. We were very layered up and after dropping one car at the Bright Angel trail head we returned to the South Kaibab trail head to begin our descent. Signage on our way confirmed that bringing crampons were indeed a great idea. To help keep us moving my brother (7 years younger) instructed us that we would soon see a sign showing a guy throwing up but that it basically says bring plenty of food and water. Excitedly we strove past that sign with the rising of the morning sun. Most of the first mile was super treacherous. Many groups had not headed the signage to bring crampons. They were instead attempting an “ant” style descent, on their hands and feet, or attempting a group slide, where they locked arms together hoping that if one slipped the others in the group would hold tight enough to keep them from falling. After watching several people completely end up on their back sides, we ended up assisting several people, through this dangerous section of the trail.
Once through this section the descending trail was simple to follow, outside of the occasional sections of water and mud. As we continued along our journey, I noticed my knees were feeling swollen and my legs tired.
With four miles left and ascending the Bright Angel trail we came to a very nice picnic area where many hikers descend to enjoy lunch and then they hiked back out, opting to make it an eight-mile trip rather
than a twenty plus mile trip. Here I noticed the same sign that showed the guy throwing up. At this point, moving much slower than seven hours earlier, I read the sign. I was very surprised to read something totally different than what my brother had said. I read,
“Hiking to the Colorado River and back in one day is not recommended due to long distances, extreme heat, and a nearly 5,000-foot elevation change. If you think you have the fitness and expertise to attempt this extremely strenuous hike, please seek advice from a park ranger at the Backcountry Information Center.”
We had taken minimal time to prepare physically as winter had just ended in Salt Lake City. Reading the sign, I mentioned to my brother that his interpretation of the signs message was quite different than what I felt it actually said, to which he laughed. I really could not be upset, its message would have not changed my decision to hike that day, but it might have helped me change my approach to the day by pacing my journey differently.
So why this story? We all have many things to read that impact our profession. Although I try to read what I perceive are the most important things, I struggle to give my full attention to everything and end up leaning on the interests of others, different than my own, to help me understand all the information out there. The importance of leaning on others was pointed out to me today at the ADA’s House of Delegates. The ADA divides attending delegate dentists into four different committees. These committees are broken into Dental Benefits, Legislation, Business and Membership, and Dental Education where resolutions are presented, debated, and then voted on. I bring my bag of experiences and knowledge, I listen to others share theirs and then we get to vote on where we want the ADA to spend time and resources to bring about change, which ultimately can affect how we practice Dentistry in Utah.
Closer to home we are working on Utah’s Dental Practice Act, evaluating if we should allow the creation of Expanded
Function Dental Assistants in Utah, and trying to understand the impact Dental Compacts would have on future dentists coming into our state. I do not know all the answers but we are working as teams to look out and protect the profession of Dentistry.
Now, what can you do? As pointed out no one person can know or tackle everything facing dentistry. It takes a group approach, resources, and time. Please get involved! If you are struggling to make it through everything you need to, unite with those that are trying, and let your voice be heard. Bring your passion, education, and experiences to the table, sharing them will help make a difference for all those practicing dentistry in Utah. We want every voice to be heard and dentist to be represented in a way that allows us to meet the needs of those we serve, our patients, in
an ethical, professional, and timely way.
Ascending those last four miles of Bright Angels trail were brutal, especially when three miles were in snow. Towards the end it was literally hike 50-75 yards stop and breathe then do it again. But at least I got to keep laughing along with my brother in my head thinking why did I not do more to prepare or recruit more help in my preparation. I made it out exhausted and avoided all stairs for the next few days.
Please let your voice be heard and reach out to help make a difference for our profession, our patients, and our communities!
Rich Fisher DMD UDA Treasurer
Practice Transition Specialists
“Randon Jensen from CTC Associates handled the transition for our practice and did an amazing job. Randon was an experienced, settling influence during the entire process. He provided a thorough, data based practice valuation as well as timely advice to me and the new dentist on all relative matters up through and including the closing. In short, his services were well worth the fee, and I would highly recommend him to anyone considering a practice sale or transition.”
–Dr. Tom Johnston
randon jensen
marie chatterley
chatterley
DENTAL ASSISTANTS TRAINING OPPORTUNITES –GET IT AT THE UDA CONVENTION CONVENTION
A happy, well-trained dental assistant is one of the biggest assets you can have in a dental practice. No one can dispute the value of a highly skilled dental assistant as they are key to greater production, better morale, and happier patients. Acquiring and honing assisting skills requires offices to provide constant updated training opportunities. There is nowhere better to look for these training opportunities than our own UDA annual convention.
Here are just a few of the upcoming assistant-centered courses available at our convention on January 23-24 at the Salt Palace Convention Center:
MAIN STAGE – DENTAL ASSISTANTS
Shannon Brinker Pace – learn basic and advanced chairside techniques from one of the foremost dental assistant educators in the country. Shannon and her team will teach processes and techniques in an all-day lecture presentation on Thursday, then provide hands-on technique instruction in two distinctly different workshops on Friday. Have your assistants return to your office on Monday better able to assist you chairside and provide value-added service based on newly learned skills. This is one of the best investments you can make in your dental practice.
Dr. Martin Evers do you ever question the diagnostic quality of radiographs you, your assistant or your dental hygienist take on your dental patients. Are you ever too busy to retake them yourself, or teach someone who is learning, or struggling, how to correct diagnostic deficiencies in the radiographs you are responsible for? Dr Martin Evers is an experienced oral radiologist who teaches radiology and can help you and your staff take better radiographs. After teaching CBCT technique and interpretation on Thursday afternoon, he will spend Friday teaching diagnostic radiographic technique and interpretation skills as it relates to both intraoral (PA’s, BW’s, occlusal radiographs) and extraoral (panoramic) radiographs. This is a great course for dental assistants, hygienists, and dentists alike. Attend as a group or just send those that would benefit most, but don’t miss this rare opportunity.
OTHER OPPORTUNITIES TO CONSIDER FOR YOUR ASSISTING TEAM
Dr. David Clark – Better Composites - updated and new techniques for placing and finishing both anterior and posterior composites. Learn how to meet cosmetic restorative challenges like closing “black triangles” and creating lifelike composite
veneers. Learn these techniques alongside your dental assistant so that you can be equipped with the latest techniques.
Dr. David Rothman – Pediatrics – learn to better appreciate and treat little ones in your dental practice. Assistants are key to successfully treating pediatric patients. Come learn the team approach to successfully treat pediatric patients while having fun.
Dr. Mark Ludlow – Removable Prosthodontics, Digital Solutions. To scan or not to scan, that is the question? Help your dental assistants get on the same page with you as you learn new successful techniques to capture needed information and manage the workflow in the new digital age. Learn from an in-demand presenter who is a “digital master.”
Gabe Cowley – CPR, BLS – renew every 2 yrs. Make sure everyone in your office is up to date on their biannual CPR/BLS training certification. You never know when you or your staff will be called upon to save a life so be prepared and be current.
Team Luncheon – Marriott Ballroom Thursday at noon. TC Christensen, a local movie producer/director will be our guest speaker during lunch. Bring your entire staff, have fun, eat and grow closer as a Team!
I encourage you to review the recently mailed convention brochure, decide what courses will benefit you and each of your office staff, then register early before the popular workshops fill up. The UDA convention remains one of the best values in the country for dental CE and team building opportunities. Don’t miss it!
Jerald Boseman, DDS UDA Convention Coordinator
Photo: Image licensed by Ingram Image
PATH[OLOGY] UNCOVERED AT THE UTAH DENTAL CONVENTION –MUST-SEE
PRESENTATIONS THIS YEAR
Get ready to elevate your clinical pathology practice! This year’s convention is set to be a game-changer that I’m absolutely thrilled to have been a small part of planning, and you won’t want to miss. We have an impressive lineup of renowned speakers, including Dr. Bryan Trump, DDS, MS — a Board Certified Oral & Maxillofacial Pathologist and Associate Professor at The University of Utah School of Dentistry.
Dr. Trump will lead two interactive sessions to enhance your understanding of oral soft tissue pathology, radiographic challenges, and invaluable tips for biopsies. As a current student of Dr. Trump’s at the University of Utah, I can vouch for what is sure to be an engaging presentation that will build your confidence in clinical pathology decision-making. His expertise will equip you with the tools to recognize, diagnose, and treat common oral pathologies—some of which could even save a life.
In his first session, “A Panorama of Oral Pathology: Come Enjoy the Views!”, you’ll explore how variations in clinical
presentations can impact differential diagnoses, get a refresher on the most common pathologies, and discuss tailored treatment options. After this, Dr. Trump will delve more into how we manage those “funky” findings with his second session, “Biopsy Principles, Techniques & Tips for the Entire Office!”. Join us to hear tips and tricks for making biopsies less stressful, simplifying the specimen submission process, and effectively interpreting returned pathology reports.
Whether you’re fresh out of school or have a few years under your belt, come join me in attending these presentations and get a chance to test and expand your pathology knowledge. “
Summer Furrer
D4 at University of Utah School of Dentistry 2025 UDA Convention Committee Member
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THE IMPORTANCE OF LOCAL ANESTHESIA CONTINUING EDUCATION: A Valuable Opportunity for Professional Development
Perhaps one of the most significant aspects of a successful dental practice is the clinician’s ability to manage pain. So much of the patient’s experience, and by extension, our financial success, depends on our ability to consistently achieve profound anesthesia. Yet so many of us fall victim to the demands of a tight schedule and grueling production goals that we forget to maintain the effectiveness of our injection technique. And it happens to the best of us, which is why continuing education courses on local anesthetic technique are such a vital yet underutilized part of our continuing professional development.
As clinicians, we perform a lot of injections. In fact, one study estimates that the average dentist will administer over 1,500 cartridges of local anesthetic within a single year! You would think that all this practice would be enough to keep our technique in tip top shape. But the reality is that practicing the mechanical movements has only ever been part of the process. Take for example, the training one receives in dental and dental hygiene school. Traditional local anesthesiology instructional methods combine mechanical practice with a thorough understanding of anatomy, patient factors, pharmacology, and complication management, among many other things. When combined, these elements work together to produce a more complete base of knowledge from which the clinician can draw when performing injections and managing complications and failures.
I’ve spent a fair amount of time around hospitals, operating rooms, and in collaboration with medical colleagues. One thing I’ve learned from these experiences is that patient care can sometimes yield unexpected results, even when you’re going by the book! Which is why adopting a commitment to continuing education is such an essential part of successfully meeting patient care challenges as they arise.
One of my favorite things to do when working on weekend chores at home is listening to military veteran podcasts. A common thread woven through each veteran’s experience is the concept of situational awareness. In short, situational awareness encourages the user to assess and understand their environment to such a degree, that they are able to make critical decisions when untoward or unexpected situations arise, thereby, decreasing the risk of harm to the unit.
Now, I know it’s unpopular to admit failures in dentistry. We want people to see the best we have to offer. But failure can be an excellent teacher. Some clinicians may go days, months, or even years suffering through a lack of confidence because they are afraid to admit failures in their injection technique. But for those of us who are feeling this way, allow me to provide some perspective. Due to the imperfect and unpredictable nature of human anatomy, biology, physiology, and biochemistry, local anesthesia will never be perfectly effective or predictable on every patient every time. It is not possible. So cut yourself some slack! It’s ok to admit that your technique could use some improvement. Honest reflection can help us be open to learning the things we need to improve.
Many industries have adopted this concept to help manage risk and increase positive outcomes among clients. And what the concept of situational awareness challenges us to do in dentistry is to become more active and intentional participants in the patient care process, instead of relying on repetition and routine to get the job done. It gives us the ability to be present in the moment of treatment, and to adjust our technique as needed. This can be difficult for us to do because of the many demands upon our time and attention. Yet, this concept highlights the importance of us being intentional about dedicating time to improving our technique and reacquainting ourselves with guiding principles, thus, improving our chances for clinical success.
So, as we continue moving forward in our careers (whether at the beginning, middle, or end) let us take encouragement from the fact that things can always get better in our practices, in our technique, and with our patients. We need only to avail ourselves of the wonderful opportunities that continuing education provides us.
A. Enrique Varela, DDS Presenter at 2025 UDA Convention
Photo: Image licensed by Ingram Image
WHAT IS THE DENTIST AND DENTAL HYGIENIST COMPACT? Is it a Good Thing or a Bad Thing?
Obtaining a dental license is no small task. That license grants us the privilege to practice dentistry in a given state or jurisdiction. If and when relocation becomes necessary, the portability of that license becomes an important issue, and anything that reduces portability barriers is usually welcomed. Ostensibly, the version of the Dentist and Dental Hygienist Compact1 that is supported by the ADA was created for just this purpose. The Department of Defense (DOD) views this and other compacts as the answer to license portability concerns faced by servicemembers and their families, and is a major driving force behind the implementation of compacts.
It is interesting to note that with regard to the DOD’s support of compacts, in January of 2023, Congress passed the Servicemembers Civil Relief Act (SCRA).2 On page 31 of this act under the heading, Portability of professional licenses of servicemembers and their spouses—Section 705A (50 U.S.C. § 4025a) it stipulates that professional licenses of servicemembers or spouses of servicemembers who have relocated to a new jurisdiction pursuant to military orders be recognized in that new jurisdiction. With the passage of this legislation, at least from a military perspective, the compact is really a moot issue.
There are currently ten states which have passed legislation adopting the Compact, with like legislation pending in several more states. A Commission is currently being established that will then become the governing body for the Compact. On its surface, this Compact may seem like a good thing. However, upon close examination, the Compact is full of language that should be concerning to us all. Allow me to further explain by quoting directly from the Compact itself (Italicized words are direct quotes from the Compact.):
1. Section 3, Subsection A, Item 12: In order to join the Compact and thereafter continue as a Participating State, a State must pay a participation fee to the Commission as established by Commission Rule. As expected, this will become an additional layer of regulation and oversight that will add expense to the licensing process.
2. Section 6, Subsection E, Item 3: A Remote State shall have the authority to, if otherwise permitted by State law, recover from the Licensee the costs of investigations and disposition of cases resulting from any Adverse Action taken against that Licensee.
Section 6, Subsection F, Item 1: In addition to the authority granted to a Participating State by its Dentist or Dental Hygienist licensure act or other applicable State law, a Participating State may jointly investigate Licensees with other Participating States. A number of
years ago, as a member of the Utah State Dental Licensing Board, I observed the process of having one’s license investigated for allegations of wrongdoing. Fortunately, the majority of cases seemed to be legitimate. However, on several occasions, I questioned the legitimacy of the allegation, and even wondered about malicious intent on the part of the accuser. Regardless, adding insult to injury, by allowing each state involved in the process to recover from the licensee the cost of that investigation would be extremely unfair, and potentially even crippling to the licensee under investigation. These two components of the Compact taken together are very concerning to me.
3. Section 7, Subsection E, Items 2 and 3: The Commission may accept any and all appropriate sources of revenue, donations, and grants of money, equipment, supplies, materials, and services. The Commission may levy on and collect an annual assessment from each Participating State and impose fees on Licensees of Participating States when a Compact Privilege is granted to cover the cost of the operations and activities of the Commission and its staff, which must be in a total amount sufficient to cover its annual budget as approved each fiscal year for which sufficient revenue is not provided by other sources. The aggregate annual assessment amount for Participating States shall be allocated based upon a formula that the Commission shall promulgate by Rule. As earlier indicated, with this additional, supra-state layer of regulation, there will be additional expenses, and these expenses will largely be borne by us, the licensees. That is bad enough by itself, but what is even more concerning is the Commission’s ability to receive money from outside entities. It is this very practice that has compromised many of our governmental regulatory agencies, such as the FDA, the NIH and the CDC. I believe this is an invitation for corruption. As an example, we need only reference the past few years to envision the following hypothetical scenario: Assume for a moment that another pandemic is upon us. Maybe it is the Bird Flu or the Monkey Pox? Let’s also assume that XYZ Corporation, or Pfizer, or maybe our own federal government’s Health and Human Services (HHS) has been making regular contributions to the Commission. Suddenly, one of these entities now stipulates that compact licensees will be required to receive whatever vaccine is being promoted to combat the pandemic. And, if the Compact fails to enforce this directive, it will lose this valuable source of funding that it has come to rely upon. What do you think the Commission would then do? Would they have the courage to deny the request and lose the funding? We all know what would happen under this scenario. It is important to point out that this example has nothing to do with vaccines and their benefit, or lack thereof. Let me be clear, I am not opposed to vaccines. However, I am opposed to top-down regulations at the expense of control at a more local level. We all should be. I use this example only to illustrate what could happen. We already have local health departments and the Department of Profes-
sional Licensing (DOPL) to deal with such issues. Another key point resides with what it means to be a profession. Professions, like dentistry, possess the right and the responsibility of self-government. They are afforded this right by the state. Do we really want to relinquish that?
4. Section 9, Subsection L, Items 1, 2, 3, and 4: Upon determination that an emergency exists, the Commission may consider and adopt an emergency Rule with 24 hours’ notice, with opportunity to comment, provided that the usual rulemaking procedures provided in the Compact and in this section shall be retroactively applied to the Rule as soon as reasonably possible, in no event later than ninety (90) days after the effective date of the Rule. For the purposes of this provision, an emergency Rule is one that must be adopted immediately in order to: 1. Meet an imminent threat to public health, safety, or welfare; 2. Prevent a loss of Commission or Participating State funds; 3. Meet a deadline for the promulgation of a Rule that is established by federal law or rule; or 4. Protect public health and safety. With this provision, the Commission could require that a participating state abide by whatever emergency rule the Commission decides is in the best interest of the dentists and the dental hygienists in all the participating states. At this point in time, I am not aware of any language that would impose these emergency rules on dentists who are licensed outside the Compact. Nevertheless, the question soon arises, how does a state administer two sets of rules with its licensees? I fear that in time, such rules could be applies to all practicing dentists, regardless of whether or not they are licensed under the Compact. This kind of top-down control is not in the best interest of the public, nor our profession. State level control over licensing and the licensing process, as establishment by our Constitution, is far superior and much safer for us all.
As your elected representatives in organized dentistry, the members of the UDA Board have studied the ADA endorsed Compact; and we do not believe it is good for the profession, or for the public. DOPL likewise has similar concerns. We have expressed these concerns to the current ADA leadership.
Notwithstanding our concerns, they have unfortunately chosen to continue their support for the Compact. Certainly, this is not the first time there has been disagreement within the leadership ranks of organized dentistry, nor is it likely to be the last time either. Fortunately, we do agree on most issues, which is why continued membership in the tripartite of organized dentistry is so important.
It should be pointed out that there is an alternate version of the Compact that was created by the American Association of Dental Boards (AADB).3 While this version has improved language over the one endorsed by the ADA, neither version is acceptable in their current form. Currently, it is not a difficult process to obtain a dental license in Utah and many other states. If barriers exist to dental license portability, we strongly believe the changes to be made should be at the state level, state by state.
Dentistry is not the only profession that is currently faced with the compact decision. It is happening in Medicine, Nursing, Physician Assistant, Psychology, Physical Therapy, Counseling, Occupational Therapy, Speech Pathology, Audiology and Emergency Medical Services. There is even a National Center for Interstate Compacts4 that has been established as a part of The Council of State Governments to be a resource for compact creation. One thing is certain, there is definite top-down pressure to make these compacts the law of the land.5
In summary, it is only a matter of time before we see legislation in Utah to bring our state into the Compact. I am sounding the alarm now. When it comes, we need to be ready to oppose it with all legitimate resources that are available to us.
WANT MORE FLOW AND PREDICTABILITY IN YOUR PRACTICE AND LIFE?
Dentistry is a profession that constantly demands a balance between responding to urgent patient needs and staying focused on long-term goals. Amid the pressure of daily operations, it can be difficult to determine which tasks should take precedence. The Eisenhower Matrix, also known as the Urgent-Important Matrix, offers a simple yet effective tool for making these decisions. Named after U.S. President Dwight D. Eisenhower, who was known for his organizational and leadership skills, this matrix helps you categorize tasks into four distinct areas, based on their level of urgency and importance.
By using this framework, dentists can avoid the chaos that comes from always reacting to emergencies and instead develop a more thoughtful approach to time management and practice growth.
BREAKING DOWN THE MATRIX
The Eisenhower Matrix divides tasks into four quadrants, each representing a combination of urgency and importance:
1. Urgent and Important (Quadrant 1)
These are high-stakes tasks that demand immediate attention and have a significant impact on your practice. For dentists, this includes dental emergencies, such as a patient with severe pain or trauma, or critical equipment failures that could disrupt patient care. Ignoring these tasks is not an option—they must be addressed promptly to avoid negative consequences for both your patients and your practice.
However, operating primarily in this quadrant can be exhausting. Dentists who find themselves constantly responding to urgent issues may start to feel overwhelmed and unable to focus on more strategic tasks. The key to managing Quadrant 1 tasks is to have efficient systems in place for handling emergencies. This might involve designating specific team members to handle urgent calls, maintaining an emergency protocol, or ensuring you always have the necessary tools and materials on hand for common urgent situations. Ideally, you spend most of your time in the next quadrant which will decrease time spent here!
2. Not Urgent but Important (Quadrant 2)
Quadrant 2 represents the tasks that are vital to the long-term success of your practice but don’t require immediate action. These are the areas that help you build a thriving practice over time. For a dentist, this includes continuing education, refining your treatment techniques, updating your practice’s technology, and building stronger patient relationships.
Working in Quadrant 2 is where true progress happens. Dentists who invest time here are often the most successful in the long run. Unfortunately, many practitioners get so caught up in the daily rush of Quadrant 1 tasks that they neglect these important but non-urgent responsibilities. To avoid this, it’s essential to schedule regular blocks of time for activities like attending
dental conferences, staying up-to-date with the latest industry trends, creating systems in the practice, and developing your team’s skills. Similarly, nurturing your relationships with patients through follow-up care, personalized communications, and patient education initiatives is crucial to maintaining patient loyalty.
By regularly dedicating time to these important tasks, you reduce the likelihood of issues escalating into Quadrant 1 emergencies. For instance, a dentist who prioritizes preventive care and patient education may see fewer emergency cases, as patients are more likely to maintain good oral health habits.
3. Urgent but Not Important (Quadrant 3)
Tasks in Quadrant 3 create the illusion of urgency but, upon closer examination, contribute little to your practice’s success. These distractions can include unscheduled phone calls, unexpected requests for advice on non-critical issues, or last-minute requests from team members that aren’t essential to patient care. While these tasks may seem pressing, they often do little to move your practice forward and can interrupt more productive work.
Learning to differentiate between what is truly urgent and what only appears to be can make a significant difference in how efficiently you run your practice. In many cases, tasks in this quadrant can be delegated or deferred. For example, you might train administrative staff to handle certain patient inquiries or manage non-critical communications, freeing up your time for more important matters. Alternatively, setting boundaries and implementing clear procedures for your team can prevent these interruptions from taking over your schedule.
4. Not Urgent and Not Important (Quadrant 4)
Quadrant 4 contains the tasks that neither contribute to the success of your practice nor require immediate attention. These are the time-wasters—activities that might seem appealing in the moment but offer no meaningful returns. For dentists, this could include excessive social media scrolling, attending non-essential meetings, or spending too much time on tasks that could easily be outsourced.
While it’s nearly impossible to avoid all distractions, recognizing them allows you to take conscious steps to minimize their impact on your productivity. Identifying tasks that fit into this quadrant and either eliminating or drastically reducing them is essential for maximizing your efficiency. You can create a more focused workday by limiting exposure to these activities, ultimately leading to more time for the tasks that truly matter.
APPLYING THE EISENHOWER MATRIX IN DENTAL PRACTICE
The true power of the Eisenhower Matrix lies in its simplicity and versatility. By categorizing tasks into these four quadrants, you can make more informed decisions about where to spend
your time and energy. Here’s how you can apply the matrix to improve your dental practice:
1. Prepare for the Urgent Dental emergencies and equipment breakdowns are inevitable, but that doesn’t mean they have to derail your entire day. By preparing in advance—whether it’s maintaining a well-stocked inventory of emergency supplies, ensuring equipment is regularly serviced, or training your team on how to manage urgent cases—you can minimize the impact of these interruptions. This will allow you to address urgent issues quickly while staying focused on more important tasks.
2. Prioritize the Important Quadrant 2 tasks are where your practice’s future growth lies. Dedicating time to improving your clinical skills, investing in new technology, developing and implementing systems, and developing strong patient relationships should be top priorities. This may require deliberately blocking out time in your schedule for strategic activities, such as marketing your practice or enhancing your team’s skills. Over time, this consistent focus on long-term goals will not only help you reduce stress but also position your practice for continued success.
3. Delegate and Outsource
When tasks in Quadrant 3 arise, it’s essential to determine whether they truly require your attention or can be handled by others. Administrative work, non-urgent patient communication, and routine office tasks can often be delegated to trained staff members. By outsourcing or automating non-clinical responsibilities—such as accounting or social media management—you free up valuable time to focus on what you do best: providing excellent patient care.
4. Limit Distractions
Not all time-wasters can be avoided, but it’s important to recognize when you’re spending too much time in Quadrant 4. By identifying and reducing unnecessary distractions, you’ll create more time for high-value activities. Establishing clear boundaries, setting daily goals, and even using tools to monitor your screen time can help you minimize these distractions and maintain focus.
APPLYING THE MATRIX TO YOUR PERSONAL LIFE
The beauty of the Eisenhower Matrix is that it’s not limited to your professional life—it’s just as useful for organizing and prioritizing personal tasks. Dentists, like everyone else, can easily
feel overwhelmed by the competing demands of work, family, and personal well-being. By applying the matrix outside of the office, you can achieve a better work-life balance and reduce stress.
1. Urgent and Important in Personal Life
Examples of Quadrant 1 tasks in your personal life might include urgent health concerns or family emergencies. These require immediate attention and should take priority over less critical activities. Just like in your practice, being prepared for personal emergencies—whether through proper health insurance, financial planning, or support networks—can help you navigate these crises without sacrificing too much of your time.
2. Not Urgent but Important in Personal Life
Quadrant 2 is where personal growth and well-being happen. These are the tasks that contribute to your overall happiness, health, and relationships but don’t scream for immediate attention. For instance, regular exercise, time spent with loved ones, and hobbies that bring you joy fall into this category. Dentists often struggle to make time for themselves, but by recognizing the importance of these activities and scheduling them in advance, you’ll be better equipped to manage stress and avoid burnout. Ironically, if you choose not to take care of activities in this category, they often develop into Quadrant 1 issues… ie Choosing not to exercise could become urgent if you have a heart attack.
3. Urgent but Not Important in Personal Life
Quadrant 3 in your personal life might involve distractions such as social obligations that feel urgent but don’t align with your personal goals, or last-minute requests from acquaintances. While these may seem pressing in the moment, they don’t necessarily contribute to your well-being. Learning to say “no” or delegate household chores can help you prioritize what truly matters.
4. Not Urgent and Not Important in Personal Life
Time-wasters in your personal life, like excessive social media use or binge-watching TV shows, fall into Quadrant 4. While these activities can provide short-term pleasure, they often leave you feeling less fulfilled in the long run. By identifying these habits, you can make more intentional choices about how to spend your free time.
The Eisenhower Matrix offers a powerful method for dentists to manage their time more effectively, both in their professional and personal lives. By distinguishing between urgent and important tasks, and learning to prioritize, delegate, or eliminate certain activities, you can improve productivity, reduce stress, and focus on what truly matters: providing excellent patient care, growing a successful practice, and maintaining a fulfilling personal life. Implementing the principles of the Eisenhower Matrix will not only help you run a more efficient dental practice but also help you achieve a better balance between work and personal fulfillment, leading to long-term satisfaction and success.
Jaren Argyle, DMD UDA Health & Wellness Chair
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Supporting Growth and Success in Utah’s Dental Community
I am responding to UDA President Elect Dr. Rodney Thornell’s article, “Treat Yourself Like You Are Someone Worth Helping,” published in the March/April 2024 edition. Dr. Thornell’s message reminds us of the potential each of us has to achieve success and fulfillment in our practices, which is a message worth amplifying.
Utah dentists are deeply dedicated to providing excellent care, and I believe they are more than worthy of support, guidance, and resources to help them thrive. That’s the main reason for this article — to share some insights that can help strengthen our profession and empower Utah dentists to make informed decisions about their practices.
Dr. Thornell mentioned our past UDA president, who successfully maintained a high standard of care while running a profitable out-of-network practice. It’s inspiring to see such success stories, yet it’s important to remember that success can take many forms, including for those working within PPO networks. Many Utah dentists, myself included, are proud to be in-network providers, delivering high-quality care and operating sustainable, profitable practices. Let’s explore how both in-network and out-of-network models can succeed, and what strategies can help support both.
In my experience, as an in-network provider for over 20 PPO plans, I am constantly reminded of the value that my colleagues and I bring to our patients. Thousands of trained professionals who have gone through Dental Business Training at My Practice My Business (MPMB) share this belief. While going out-of-network has been beneficial for some, others have found staying in-network allows them to retain their patient base, maintain stability, and avoid financial hardship. It’s all about finding what works best for each individual practice.
To foster a better understanding of how to navigate these choices, let me address a few common topics around dental insurance:
• On-Time Reimbursement
Payments: Generally, insurance plans pay promptly for
most procedures. When there are delays, it’s often due to simple administrative errors. A solid understanding of insurance processes, along with good communication between front desk teams and insurers, can greatly reduce these instances.
• Realistic Patient Expectations: Dental insurance premiums have remained fairly stable over a long period of time, which has contributed to reimbursement rates not keeping up with the increased cost of providing treatment. We can begin to address this imbalance by helping patients understand the value of products and services beyond their insurance limitations.
• Quality of Care: Every dentist should have the freedom to choose materials, technology, medications, and techniques that reflect their standard of care, regardless of insurance constraints. Every patient should have a choice in the dental care they receive. Dental insurance should never limit the quality of care.
• PPO Profitability: Real profitability comes from understanding insurance contracts, knowing relevant state laws, and applying them effectively. When patients choose to receive enhanced products or services as part of their care, they can be billed directly an additional cost for said services. Many Utah dental practices have benefited from MPMB training that helps them do exactly that.
• Transparency and Patient Trust: Building trust with patients begins with transparency. For example, when patients ask if we accept their insurance, clarifying whether we are in-network can set the right expectations and foster an honest doctor-patient relationship from the start. Offering patients a choice in materials, technology, medications, and techniques, where choice is available, is an ethical and transparent approach to providing oral health care that also increases trust with the patients we serve.
Many Utah dentists share feelings of frustration regarding reimbursement rates. Sometimes it seems like the only advice given is to drop plans or convert entirely to fee-for-service. However, there are many paths to a fulfilling, profitable career in dentist-
ry, whether within or outside of insurance networks. Receiving practical business training can help many dentists discover new opportunities for profitability within their current frameworks.
At MPMB, our clients see success in both in-network and outof-network models, often achieving remarkable patient care standards. They treat all patients with a high level of service, whether they’re PPO or fee-for-service patients, and offer them choices in treatment that align with their needs and preferences. By sharing these business insights, I hope to empower all dentists to feel confident in their practices and to find satisfaction in the work they do every day.
Utah dentists are certainly worth investing in, and I invite everyone to explore the resources available to help them grow. Check out the courses at MPMB, or speak with colleagues who have trained with us. Let’s continue to learn, support one another, and make informed decisions that will enhance our profession.
Rob Thorup, DDS President
My Practice My Business
CONVENTION
1. $10 Admission
5 Reasons Why Students Should Attend the Utah Dental Association Convention
Just $10 for two full days, the Utah Dental Convention is an unbeatable opportunity for students. This low fee provides access to a wealth of knowledge and resources, making it a smart investment in our futures without putting a strain on our budgets.
2. Hands-On Learning
The convention offers 10 hands-on courses where students can practice techniques and skills in a supportive environment. These sessions are a fantastic value, helping us build confidence in our existing abilities or learn entirely new techniques. Plus, the convention committee is working on a special workshop just for students!
3. Networking Opportunities
One of the biggest perks of attending is the chance to network with a diverse range of dental professionals. These connections can lead to mentorships, internships, and even job offers, helping us establish a solid professional network
early in our careers. There’s also a new dentist networking event on Thursday, January 23, which D3 and D4 students are encouraged to attend.
4. Exposure to Industry Innovations
Attending the convention means getting a firsthand look at the latest advancements in dental technology and practices. Through lectures and workshops, we can learn about cutting-edge tools and techniques that are shaping the future of our field, ensuring we stay competitive in an ever-evolving profession.
5. Specialty Exploration
The convention features sessions dedicated to various dental specialties, giving younger students a chance to explore different pathways and roles they might want to pursue after graduation.
Isabella Augustine D4 at Roseman University College of Dental Medicine 2025 Convention Committee Member
THE UTAH DENTAL ASSOCIATION 2025 CONVENTION WORKSHOP HIGHLIGHTS
The UDA Scientific Planning Committee took your feedback and implemented many different hands-on workshop opportunities for the upcoming convention. Below is a brief summary of the opportunities available to you, for more information, including how to register, please refer to the UDA program.
Enrique Varela, DDS, Associate Professor at the University of Utah, will be providing a lecture on “Local Anesthesia and Nitrous Oxide: Foundations of Pain Management in Dentistry” on Thursday morning. Take what you learn from that lecture to the workshop opportunities on “Local Anesthesia Delivery” where you will learn from workshop instructors different techniques to deliver local anesthesia. This workshop is great for a refresher of anatomy and to learn different clinical techniques. Don’t worry, no live needles will be involved.
There was a new classification of periodontitis published in 2018, which resulted in a paradigm shift on how periodontitis is diagnosed. Join David Okano, DDS, MS, an Associate Professor at the University of Utah and a past president of the American Academy of Periodontology, in his workshop “2018 Classification of Periodontal Conditions” to gain greater confidence in your ability to diagnose periodontitis using the most up-to-date diagnostic criteria.
For deciduous teeth, especially those tricky primary molars, what is the best treatment in each situation? To extract? To place a stainless steel crown? To place a restoration? Of course, it depends on the patient, but David Rothman, DDS, faculty in the Department of Pediatric Dentistry at Case Western, will teach a workshop that will discuss the best way to approach treatment for primary molar caries. As a workshop attendee, you will have hands-on practice on typodonts.
Gabriel Cowley joins the UDA once again this year to offer CPR and BLS Certification. Don’t miss out on this opportunity to maintain your BLS certification.
If you are interested in maintaining or obtaining your ACLS certification, then Micah Baker’s, MSN, RN, NPD-BC, course is relevant to you. Baker has over 20 years of clinical education experience and has taught ACLS since 2012. There is pre-work required for this workshop. Participants must go to the AHA website to complete the online Heartcode ACLS materials prior to attending the workshop. For more information, please refer to the UDA program. This workshop is a skills session necessary to obtain ACLS certification.
Join David Clark, DDS, the director of Bioclear Learning Centers International and creator of the Bioclear Matrix System, as he demonstrates the injection molding technique in his workshop “Modern Monolithic Injection Molded Composite Dentistry: Concepts-Materials-Instruments-Techniques.” It will be a great instruction on additive dentistry especially for anterior black triangle regions, and posterior class IIs.
The workshop “Flap Design, Incisions, and Suturing Techniques for Periodontal Therapy” will be taught by Timothy Hemptom, DDS, a Diplomate of the American Board of Periodontology. He will show these techniques by utilizing pig jaws. This is as hands-on as you can get apart from a live-patient experience.
Be sure to attend Shannon Pace-Brinker’s, CDA lectures on Thursday to supplement her workshops, “Assisting Workshop 1” and “Assisting Workshop 2.” Pace-Brinker has been a dental assistant for over 30 years and shares her knowledge in the national and international scenes. Each workshop will cover different topics, please refer to the UDA program for more details. Some techniques taught will be digital photograph, impressions, infection control, sterilization, posterior provisionals, anterior provisionals, digital scanning, digital printing, whitening, hemostasis, cord packing, laser, sealants, fluoride, and digital radiography.
We all learned a lot in dental school, and as we began practicing we realized there are aspects to our scientific backgrounds that we see almost every day. If you see the value in a head and neck anatomy refresher workshop, then the “Anatomy Flashback: What you NOW realize you really needed to know!” is the workshop for you. Wayne Cottam, DMD, MS will review important anatomy that is relevant to your daily clinical practice. He brings a lot of knowledge with him, as a Founding Dean and Associate Professor at Rocky Vista University College of Dental Medicine, and past Vice Dean for AT Still University School of Dentistry.
There is plenty to choose from to gain hands-on skills and retain knowledge learned during the convention. We hope you are able to find what you are looking for and walk away from the convention as a better clinician!
Shaylee
Avery, DDS
2025 UDA Convention Scientific Chair
CONVENTION REGISTER
HANDS ON COURSES
-ACLS- ADVANCED CARDIAC LIFE SUPPORT CERTIFICATION
-CPR & BLS CERTIFICATION
-LOCAL ANESTHESIA TECHNIQUE
-FLAP DESIGN, INCISIONS & SUTURING TECHNIQUES FOR PERIODONTAL THERAPY
