by One of 145 practices that comprise Mortenson Dental Partners (MDP), the Shelbyville, Ky. location is home to Jacob Masters, DMD, and his team of three hygienists, three dental assistants and two front-desk staff members. Since joining MDP five years ago, Masters and his staff have benefited from guidance, brand recognition and more.
“Working within a dental service organization has enabled us to be a part of larger network that offers support, guidance and even addresses administrative needs, such as hiring new staff or purchasing supplies,” says Masters. “MDP has helped us get bulk discount pricing on labs and supplies, enabling us to reduce our overhead and increase our profitability. They have also extended such benefits as employee medical insurance and stock ownership.” In turn, he has been able to offer his staff higher wages, better benefits and retirement opportunities.
For patients, this has meant lower costs and better care. “Through consistent auditing processes, implementation of equipment/new technology and collaboration with groups within the DSO, such as the clinical committee, our patients can receive consistent and competent care,” he points out.
Masters especially appreciates that MDP values involvement in organized charities. “Every practice within our DSO is encouraged to provide charity services, such as patient discounts or fundraising through 5K races and raffles,” he explains. “MDP also makes year-round financial donations to multiple organizations via annual projects. The most successful of these projects is an annual whitening fundraiser, where all proceeds are donated to charity. MDP has donated over $1.7 million to charity over the past 20 years through whitening alone.” MDP also organizes a free-extraction charity to patients in need, he adds.
Efficiency in Group Practice: How does your practice implement new technology efficiently and effectively?
Jacob M. Masters, DMD: Our offices are consistently equipped with digital x-ray sensors, digital panoramic imaging, intraoral cameras, soft tissue lasers, adjunct oral cancer screening devices and electronic health records. As a company, we have been slower to adopt bleeding-edge technologies, such as intraoral scanning and cone beam technology; the current return-on-investment at the average general practice level has not proven to be profitable. However, CBCTs have been regionally placed, allowing practitioners to refer patients to another office for a scan at the same fixed cost to the company. As the applications of CBCT technology and intraoral scanning continue to develop, and as the cost continues to decrease, I see these technologies becoming pieces of standard equipment at each of our offices.
There’s no question that technology has enabled us to give our patients a consistent, family-friendly experience and competent care. As a company, we try to provide as many services in-house as possible, knowing our patients value seeing the same practitioner and developing consistent relationships. As such, other offices in our DSO can refer patients internally, offering internal discounts while creating brand loyalty. Access to the Internet has helped patients become better educated and more cost conscious, and they appreciate that our front desk has the tools to provide as much information upfront as possible regarding the cost of the procedures, eliminating any last-minute surprises.
Efficiency in Group Practice: As more millennials enter the dental industry, how has this impacted your practice?
Jacob M. Masters, DMD: Millennials are, without a doubt, the most technology-adept generation to enter the workforce, as well as the most susceptible to the disadvantages of social media. They often are more educated, have higher school debt, are unable to utilize their degrees, earn lower wages, are more likely to live with their parents longer and less likely to be home-owners. As a result, they tend to be drawn to educational opportunities and higher incomes that come with working in a DSO. In addition, social media has exposed millennials to multiple workplace cultures. It is easy for companies to advertise new positions, and it’s just as easy for people to apply for them. As it becomes easier for millennials to move from one company to another, it has proven more and more crucial for organizations to focus on building culture and loyalty to the organization. Our office has seen higher turnover among front-desk staff and dental assistants, leading us to offer higher wages and greater educational opportunities to individuals interested in these positions. MDP, too, emphasizes a better work-life balance, promotes the benefits of ESOP and health insurance and attempts to create a culture that is unique and enjoyable, with shared values, ethics and goals.
Efficiency in Group Practice: We hear more and more about the connection between oral and physical health and the need for dentists to take a holistic approach to patient care. How has this impacted the way your dental professionals work with patients?
Jacob M. Masters, DMD: At MDP, we place vital importance on collecting a consistent and comprehensive medical history, including medication lists, for all of our patients. This has allowed our providers to better educate patients on oral-systemic connections. In my office, we have had particular success implementing head-and-neck exams, including lymph node checks, sleep apnea evaluations, extra-oral soft-tissue exams and taking baseline vitals on new patients. These small steps have, without a doubt, saved lives. From cancer to dangerously high blood pressure, we’ve seen it all. Being a member of a DSO has allowed us to better educate our patients and offer them greater systemic care.
Efficiency in Group Practice: In your experience, what does the growing DSO market mean for traditional solo practices?
Jacob M. Masters, DMD: From one year to the next, patients invest more and more money in dentistry. The private capital that supports many DSOs increases each year, indicating the dental industry is growing and will continue to do so. Yes, this growth will likely foster new competition; but with the competition comes opportunity. As the dental industry continues to grow, I believe both DSOs and private practitioners will also continue to grow. There is opportunity for all players in the dental industry.
