The Dental Health Clinic – Berwick Impact Study

The Institute

Social science applied research center formed by nine higher education institutions in Lackawanna and Luzerne counties and owned by Wilkes University

Services include: Market and Feasibility Analyses Indicators –Indexes Community Health Economic Development Strategies Economic and Tax Impact Studies Industry Studies Workforce Studies Education Studies Economic and Demographic Profiles Policy Analysis and Program Evaluation Support Research Validation and Peer Review Site Selection Research Arts & Culture Studies Tourism Strategic Plans Comprehensive Plans Asset Maps

Research Methods

Primary Data Collection Interviews▪ Board leadership▪ Clinic management▪ Clinic staff

Focus Groups▪ Patients (current and former)▪ Community leaders▪ Social service provider representatives

Surveys▪ Patients▪ Community

Research Methods

Secondary Data Demographic Health Economic

Patient Statistics

Research Methods

Economic modeling IMPLAN multipliers Clinic data as inputs

Financial analysis Clinic Form 990s

DHC Patient Statistics

DHC Patient Statistics

DHC Patient Statistics

Patient Survey

Average age of 55 More female responses 50% from 18603 zip code 21% minor children Primarily high school graduates Nearly all had incomes less than

$25k

Patient Survey

Reason for not going to the dentist Mean rating Cost 3.71 Lack of transportation 2.00 Fear, anxiety, pain, dislike going 1.83 Do not have a dentist 1.80 Hard to get an appointment 1.67 No reason to go 1.56 Lack of childcare 1.00

Community Survey

Average age 59 More female responses 24% minor children Primarily high school graduates Generally low income; many had

incomes less than $25k

Community Survey

Reason for not going to the dentist Mean rating Cost 4.88 Do not have a dentist 2.86 Hard to get an appointment 2.71 Fear, anxiety, pain, dislike going 2.38 Lack of transportation 1.29 No reason to go 1.00 Lack of childcare 1.00

Combined Analysis

Interviews

Clinic referrals from private dentists and social service organizations

Collaborations with Head Start and LCCC Dental Hygiene program are positive

Need better marketing to seniors Increased community outreach over

past 12 months Would like to see oral surgery

services offered

Interviews

Ongoing changes to Medical Assistance are a major threat to clinic – lower reimbursement rates are reducing revenue

Would like to see more business and industry representatives on Board, but eliciting participation is difficult

Focus Group - Community

High-quality services Clinic staff are great! Need for increased community

outreach – Clinic is “Berwick’s Best Kept Secret”

Need clarity on fee structure Should allocate time for emergency

appointments daily Would like to see even more

collaboration between school districts and clinic

Focus Groups – Social Services

Clinic appears to have challenges keeping second dentist on staff

Area is underserved by dentists Would like to see more collaboration

between VIM and DHC for patient sharing

Participants willing to help promote DHC

Need more information on fee structure and payments and clarity on full range of services

Focus Groups – Social Services

Quality of care is excellent Clarity on mission needed Public transportation negatively

impacts all social service organizations

Since more people in poverty than ever before increased marketing/awareness needed

Focus Group - Patients

Prior to visiting DHC, patients had trouble finding dentist

Clinic staff polite, professional and non-judgmental

Parking is an issue Would like to see orthodontics and

oral surgery provided at DHC Clinic staff tries to help patients with

prescriptions, other resources, etc.

Focus Group - Patients

Patients will continue to come back and refer family and friends

DHC provides education and counseling on dental health they cannot get elsewhere

Clinic doesn’t push unnecessary services – gives patients choices and treats them with respect

Would like to see more funding for patients not in service area

Focus Group - Patients

“I don’t feel like a number”

“They remember your name”

Regional Trends – Socio Economic

Comparative Data

Financial Analysis

Economic Impact Analysis

Economic Impact Analysis

DescriptionEmployee

Compensation

Tax on Production and Imports Households

Social Ins Tax- Employee Contribution $538Social Ins Tax- Employer Contribution $953Tax on Production and Imports: Sales Tax $11,965Tax on Production and Imports: Property Tax $12,129Tax on Production and Imports: Motor Vehicle License $257Tax on Production and Imports: Other Taxes $3,170Tax on Production and Imports: S/L NonTaxes $651Personal Tax: Income Tax $10,632Personal Tax: NonTaxes (Fines- Fees) $1,255Personal Tax: Motor Vehicle License $448Personal Tax: Property Taxes $212Personal Tax: Other Tax (Fish/Hunt) $249Total State and Local Tax $1,491 $28,172 $12,796

State and Local Tax Impact by Total

Source: The Institute using MIG, Inc., Implan Software

Summary & Conclusion

Good reputation High quality of care More community awareness needed Declining MA reimbursements a

challenge Economic impact generator

SWOT Analysis

Recommendations - Operational

Evaluate the possibility of adding an uncompensated care program funded by cash donations, in kind donations of supplies, pharmaceuticals, and volunteer dentists.

Develop a fundraising program with several funding levels.

Evaluate the organization’s capacity to hire a full time or part time dentist for this program.

Recommendations - Financial

Seek to diversify funding sources. Prepare a fundraising plan. Identify

corporate, foundation, financial institution, and individual pledge strategies. Evaluate events, matching programs, naming rights, or special services funds (children or special needs children fund).

Annually evaluate patient (portion) fees.

Recommendations – Service Delivery

Participants identified special services needed in the community – pediatric dentistry, oral surgery, and orthodontics were mentioned. Consider finding volunteers or adding part-time services of some specialties. Evaluate a cooperative venture with an orthodontist and in-kind contribution of hospital services for oral surgery to address needs.

Establish an hour a day for emergency/same day patients (by appointment).

Ensure that Clinic is open on school holidays and in-service days (parents and children are already available).

Recommendations – Community Outreach

Prepare a marketing plan that uses various strategies to reach the patient as well as the referring entities complete with appropriate collateral material. Face to face outreach as well as web-based strategies should be considered.

Develop a media strategy that includes press releases and PSAs on dental health and the Clinic’s services.

Recommendations - Staffing Securing an additional dentist, perhaps on a

part-time or volunteer basis, to see patients in order to allow the current Director more time to conduct outreach, market the Clinic, coordinate fundraising, and manage the Clinic’s operations is needed. Alternatively, the organization should consider a part time community outreach and marketing specialist that will prepare and distribute the collateral material, implement a public and media relations campaign and identify [and implement] new methods to reach patients.