Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14

VISION STATEMENT
LDCC is a thriving, state-of-the-art practice which,
through the collaborative efforts of its staff, board and
other members of the community, ensures that all
Puget Sound children in need achieve optimal oral
health.
MISSION STATEMENT
To provide accessible, compassionate, and effective
dental care to Puget Sound children in need. (“ACE””)
OBJECTIVES
1)
2)
3)
4)
5)
6)
7)
Increase utilization of dental care services,
including follow-up for controllable conditions.
Reduced barriers to receiving dental care.
Eliminate missed school days due to poor oral
health.
Eliminate long-term systemic health problems due
to effective dental intervention and prevention.
Dental care for children of all ages.
A leading provider for affordable dental care.
Serve as a model for other pediatric dental
practices (profit and not-for-profit).
VALUES
We believe that:

All children should have a healthy mouth.

All individuals are entitled to high quality,
affordable dental care, delivered in a nurturing,
respectful environment.

Our operations should exhibit the highest
standards of integrity, professionalism, ethics and
business acumen.
We deliver:

Professional, high quality dental care.

Patient-centered care, with an emphasis on
prevention.
We provide:

The experience of a personal, private practice for
our patients and families.

A safe, vibrant and productive workplace.
DESIGN ELEMENTS:
KEYS TO DELIVERING THE DREAM
In order to achieve our DREAM we have identified
seven key areas around which we will develop our
Goals, Measures of Success, Strategies, and
Implementation Plans:
1)
2)
3)
4)
5)
6)
7)
Financial Sustainability and Accountability for
Current Operations
Philanthropy
Community Image, Branding and Marketing
Expansions, Collaborations and Accessibility
Board of Directors
Organizational Structure and Continuity
Technology
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Patients and their families
Orally unhealthy children who are not yet patients
Funders (eg. WDSF, United Way, Pierce County,
other South Sound counties, DSHS, foundations)
Community-at-large
Community service providers and schools as
referrals and collaborators
Board members
Staff
Vendors

Strategies

Continue financial forecasting and oversight

Improve A/R processes for optimal
collection/reimbursement

Establish annual UCR fee review process

Research, analyze and establish contracts
with those insurance providers we determine
are beneficial to LDCC’s financial
sustainability

Establish collaborative working partnerships
with healthcare exchange organizations
(ie:Molina, United Healthcare Plan…)

Marketing (see Design Element 3)

Increase funding from Philanthropic
endeavors (see Design Element 2)

Train staff as to the appropriate treatment
based on coverage

Maximize our time and production with
efficient “lean” expenditures (inclusive of
supplies & staffing), while maintaining quality
and compliance

Evaluate vendor contracts annually

Increase diversity of revenue streams
GOAL 1.2: Maintain financial sustainability
KEY STAKEHOLDERS
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Grow annual net production revenues by 10%
each year
Achieve an annual gross operating profit
margin of at least 10% each year
Ensure 85% of all revenue streams supports
patient care
DESTINY: GOALS/MEASURES OF SUCCESS/
STRATEGIES/IMPLEMENTATION
DESIGN ELEMENT #1: Financial Sustainability and
Accountability for Current Operations
GOAL 1.1: Maximize revenue from all sources
Measures of Success

Maintain at least 1 month of reserves by the
end of 2017

Maintain at least 1 month of uncompensated
care funds by 2017

Pay off PLA line of credit by 2017

Company-wide revenue covers all expenses
(minus depreciation)
Measures of Success
Page 1 of 6
Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14
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Each clinic coves their own operational
expenses (this is for front & back staff and
supplies minus depreciation)
Manage debt obligations
Meet annual budgets
Strategies

Maximize our time and production with
efficient “lean” expenditures (inclusive of
supplies & staffing), while maintaining quality
and compliance

VISTA staff increased to 3 people to build
capacity in financially sustainable and
efficient manner, approved and filled positions

Review investments with Financial Planner on
a bi-annual (or more frequent) basis

All above strategies in Goal 1.1

Work with Finance Committee to evaluate
appropriate payments and allocations of
funds to meet above measures of success
Implementation Team
First Implementation Steps
WHAT
WHO
BY WHEN
DESIGN ELEMENT #2: Philanthropy
GOAL 2.1: Increase contributed income and
diversity of sources for sustainability and
capacity-building
Measures of Success

Annually meet or exceed budgeted philanthropy
goals for total dollars raised.
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(2014 Goal = $478,000; see 2014-2017
projections by fund document).
100% annual giving by LDCC Board, President &
CEO, and key staff.

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100% participation by board members in some
fundraising task including planned
cultivation/stewardship of donors (while
recognizing different board member strengths).
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Increase annual dollars raised from individuals,
businesses and service organizations from
$49,000 in 2013 to $200,000 in 2017 to offset
current reliance on UWPC, Pierce County and
Foundations funding

Attain 30% annual growth in total number of
donors from 2014 to 2017 (exceeds -2.7%
comparable national benchmarks as shown in
attached 2013 Fundraising Effectiveness Survey
Report, page 18).
o LDCC acquires new donors at 80% annual
growth rate (exceeds 54% comparable
national benchmarks as shown in attached
2013 Fundraising Effectiveness Survey
Report, page 18).
o LDCC retains donors at 50% annual rate
(exceeds 43% comparable national
benchmarks as shown in attached 2013
Fundraising Effectiveness Survey Report,
page 18)

Strategies

Hire full-time philanthropy associate in 2014.

Strengthen donor cultivation program and board
and staff understanding of the purpose and
process of cultivation.

Develop and implement planned donor cultivation
and stewardship program for board.

Enhance communications regarding philanthropy
within the board and with prospects, including
regular presentations at board meetings by
development chair.

Develop plan for ongoing recruitment/training of
fundraising volunteers. Recruit a minimum of five
non-board volunteers to work in fund
development.
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Develop new prospects for both personal
solicitation campaign (major gifts) and direct mail
solicitation; cultivate family foundation/trusts.
Strengthen coordination between VSG and
philanthropy to further support fundraising efforts.
Upgrade fundraising page on LDCC website
Maintain systems (eTapestry, Moneris, PayPal)
for ongoing monitoring/evaluation of progress in
all areas of fund development.
Implement annual appeals three times per year
segmented by current donors, lapsed donors, and
prospects.
Apply for two-times amount needed in grant
money
Hold carefully-targeted, cost and time-effective
events (using Benevon Model or similar) to
increase giving by current and prospective donors
Develop collaborative partnerships that will
fundraise for LDCC (i.e. golf tournaments, raise
the paddles)
Develop and implement Naming Opportunities
plan
Develop and implement “Sponsor a Smile”
campaign (with evergreen option)
Create a “movement” to support children’s oral
health, i.e. ask individuals to post posters at
schools, community organizations, physician
offices, etc (action creates bond with our mission);
capture contact information and steward persons
that participate; track referrals generated from
posters.
Train and implement LDCC public-facing
employees (president, directors, outreach,
volunteer coordinator) on eTapestry contact
management tools so that contacts and
relationships are institutionalized, allowing anyone
to pick up where LDCC employee has left off.
Implementation Team
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Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14

First Implementation Steps
WHAT
WHO
BY WHEN
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DESIGN ELEMENT #3: Community Image,
Branding and Marketing
Develop and maintain up to date contact
management database appropriately categorized
for marketing materials dissemination
Increase & train staff, volunteers, BOD and donors
in LDCC’s mission and services for community
engagement activities and invite to participate in
various community events
Annual marketing plan developed and
implemented
Intermittent random surveys done regarding
knowledge of LDCC within the communities we
serve
First Implementation Steps
Measures of Success
WHAT


WHO
BY WHEN
Increase chair utilization to 90% usage by the end
of 2017
DESIGN ELEMENT #4: Expansion, Collaborations
and Accessibility
GOAL 4.1: To increase access to LDCC services
for Puget Sound area children in need.
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Measures of Success
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STRATIGIES
Decrease patient attrition and no show rate
General community awareness surveys at various
times and locales
Partner and coalition member surveys
Develop and maintain MOU’s with community
partners as appropriate
Develop collaborative partnership with TRICARE
Dental/MetLife
Develop collaborative partnership with managed
care plans
Increase outreach efforts
Develop collaborative partnership with Metro
Parks
Consistent marketing outreach to All school
districts within our service areas
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Increase # referral sources and partners by 15%
annually totaling 60% by end of 2017
50% of LDCC’s key stakeholders (in the
communities we serve) are aware of LDCC by end
of 2017.
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GOAL 3.1: Increase awareness of LDCC’s mission,
services and impact among key stakeholders [note,
includes donors and all others on the SP documents].
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Increase of new patients by 5% annually
Increase of patient visits by 15% annually
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Develop strategic scheduled communications
plans with community partners and referral and
potential referral sources
Maintain and build relationships with providers to
which we refer & who refer to us
Train & implement regarding alternate methods to
schedule appointments through outreach and
community settings
Develop collaborative partnership with TRICARE
Dental/MetLife
Focused marketing campaigns in specified
geographical locations
Develop & conduct community survey
Continued collaboration with the Bethel School
Dist with a possible partnership with the Pierce Co
skill center to possibly have a mobile clinic to
reach to outlying communities within Pierce Co
Increase bilingual staff capabilities and each clinic
Explore options for additional transportation
assistance
Assess need and pilot extended hours at all clinics
Continue to build community awareness about
what makes LDCC unique
Assess possible barriers to services utilizing our
VISTA service member
Develop collaborative partnership with managed
care plans
Ongoing communication with WA State and 211
call centers
Keep clinic info current on all insurance websites
that we are in-network with
Explore other options and complete application
processes to become in-network with various
insurance plans as appropriate
Patient and community surveys show 80%
satisfied with ability to access services
Increase the number of children receiving schoolbased services by 5% annually
STRATEGIES

Decrease patient attrition and no show rate
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Increase MOU’s with community partners as
applicable
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Improve scheduling and check out process
through technology and staff training
GOAL 4.2: Broaden the dental IQ (how much they
know about dental health) and awareness of the
patients we serve and our community.
Measures of Success
Page 3 of 6
Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14
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After an educational presentation we will see an
increase of referrals from that source
80% or more patients complete their treatment
plans. [see OBEs]
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WHAT
WHO
BY WHEN
increase number of patients aged 0-1 seen by
LDCC by 10% by end of 2017 ( baseline needs to
be established)
Increase the number of oral health education
encounters (outside of the chair) by 5% annually
Strategies

First Implementation Steps
Increase the number of responses LDCC gets to
its oral health community engagement efforts
Develop consistent, science-based, current, key
oral health messages that used throughout Ldcc
when engaging with patients and community (can
be via our telephone/email system, website,
Facebook, print materials, presentations and
outreach
Actively participate in community oral health
initiatives & activities that serve/engage with our
clinic populations (eg. PCOHC, Kitsap ABCD
Steering Committee, Kitsap oral health pilot, etc)
Implement "poster campaign" that enlists
community to share message of 1st Tooth/1st
Birthday and importance of a child's dental home
Seek out non-traditional community opportunities
to bring oral health messages to forefront (eg
children's museums, WIC, etc....)
CEO, Dental Director and Board Chair write OpEds on why oral health matters

Annual review of board terms, actual BOD
composition vs composition goals,

Survey BOD on best time and place for BOD
meeting

Executive Committee review Bylaws
regarding attendance and contact people
with low attendance
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Review committees and needs for BOD
participation

Develop spreadsheet that captures BOD
attendance and include in minutes
DESIGN ELEMENT #5: Board of Directors
GOAL 5.1: Maintain a diverse and actively engaged
BOD
Measures of Success
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100% of board members have a role in
implementing the strategic plan (every board
member engaged with a role to play)
90% member attendance (in person or virtual, as
permitted by law) at each board meeting (regular
and special)
Board composition reflects diverse professional
backgrounds and representation from each county
served
Maintain 15 actively engaged board members with
a pool of qualified applicants
Strategies

Audience appropriate presentations and tools
needed for presentation
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Implementation Team
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Appoint BOD Recruitment Committee that
develops and implements recruitment
strategies (eg. BOD outreach evening;tour)
BOD Recruitment Committee members meet
with each BOD member to gain potential
BOD member prospects and discuss best
engagement approach
Implement tool to track and report BOD
attendance and engagement in each strategic
plan area/initiative
GOAL 5.2: Increase BOD participation in board
development and training
Measures of Success
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100% receive new member orientation w/in 90
days of officially joining the board
BOD orientation process is reviewed, updated and
implemented [need a strategy]
Board member training/development based on a
pre-defined schedule/calendar
Succession planning in place for key board
committees
100% of new board members attend at least one
board-related educational activities their first year
as a board member and at least one more every
two years thereafter
Strategies

Appoint BOD member (s) to orient new BOD
members

Give new BOD member a windshield tour of
all clinic sites and meet with staff directors,
incl on school-based to gain better
understanding of their goals and plans to
meet goals; challenges; etc
Page 4 of 6
Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14

Identify BOD training resources/calendar,
focusing on regular and ad-hoc topics as
determined by BOD-needs/training desires;
include standard new board member training
to occur during their 1st year of service based
on an established schedule so they are aware
of this expectation/calendar upon joining the
BOD

EC researches and develops succession plan
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Conduct annual BOD self-assessment
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Implement interim “check-ins” and
engagement techniques,

Pose/discuss provocative question germaine
to BOD work and LDCC’s mission
DESIGN ELEMENT #6: Organizational Structure
and Continuity
GOAL 6.1: Improve continuity of the LDCC
organization structure and operations
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First Implementation Steps
WHAT
WHO
BY WHEN
Director of Business Operations and Director of
Clinical Services to analyze, develop and
implement a QI plan
HR policies created and implemented as stated
above
Measures of Success
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Implementation Team
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Have a written Continuation of Operations Plan in
place (see previous wording).
GOAL 6.2: Formulate and execute a long range
organizational plan
Quality Improvement Program for internal
processes completed and implemented (see 2014
plan wording)
Measures of Success
Human Resources policies in place and fully
implemented (professional development plan for
each employees, individual employee
development plan, performance evaluation)

80% of employees survey rate satisfaction with
job and resources as 4 or above on a scale of 1 to
5 (5 being the best)
Facility maintenance plan is updated
CEO reviews compensation and benefits
packages annually
Volunteer program is fully documented and
sustainable
Dental outreach process is contained in a written
document
Strategies/Tasks

Need an employee satisfaction survey

LDCC would feel confident giving an employee
satisfaction survey out any time

Director team to Develop the Continuation of
Operations Plan

HR will gather compensation information and CEO
will review, evaluate and make adjustments as
appropriate

Director of Business Operations to work with staff
for development of Facilities Maintenance plan
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Director of Community Outreach to oversee
development, documentation and maintenance o
the volunteer program
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Director of Community Outreach to develop the
written documentation of the outreach process
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Formal board training in place (internal and
external)
Analysis of board composition and needs
performed annually
Formal interim CEO operations plan established
Skills set and experience needed of a future CEO
identified
Capacity review performed annually to ensure
annual resources to carry out the mission
Strategies

Develop matrix of current BOD composition
positions and needs

Create a BOD training manual
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Success Plan developed to include interim CEO
plan
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Develop document for skills, qualities and
characteristics for a future CEO
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Annually review of organizational needs in regards
to staffing, equipment, facilities & funding
Implementation Team
First Implementation Steps
WHAT
WHO
Page 5 of 6
BY WHEN
Lindquist Dental Clinic for Children
STRATEGIC PLAN 2014-2017 – draft not including BOD strategies approved 5-28-14
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LDCC has appropriate IT staff needed to
achieve goal 7.2
Research paperless input for Dentrix
Enhance credit card processing capability
Maintaining proper license counts
Reporting Program completely documented
DESIGN ELEMENT #7: Technology
Implementation Team
GOAL 7.1: Achieve and maintain optimum
technology
Measures of Success

Obtain needed software and hardware

Become 100% current with applicable
software updates

Our network supports organizational needs
Strategies

Develop and complete a technology
assessment for maximum efficiency

Report creation

LDCC has appropriate IT staff needed to
achieve goal 7.1

Assess and implement any needed network
upgrades of changes
First Implementation Steps
WHAT
WHO
BY WHEN
OVERALL PLANNING SCHEDULE
WHAT
WHO
BY WHEN
GOAL 7.2: Achieve and maintain maximum
proficiency of technology
Measures of Success

LDCC is 100% compliant with industry
requirements

100% compliance of LDCC policies and
procedures
Strategies

All staff receive appropriate technology
training

Develop & implement a technology useage
audit in order to measure compliance of
industry requirements and LDCC policies &
procedures

Report creation
Page 6 of 6