DOING BUSINESS


from the dental health commu- nity and anesthesiologist costs and interest; and


■■


develop a sustainable funding plan and cost analysis. The plan provided a road map


showing where the coalition would go and the steps required to realize the vision set forth in its mission state- ment: “To create a sustainable den- tistry resource that will serve the chil- dren of Sonoma, Mendocino and Lake Counties who need safe sedation for dental treatment, regardless of their insurance status or ability to pay.” The needs assessment, conducted in 2002, showed that: ■■


costs per case if general anes- thesia was required were as high as $6,000;


■■


80 percent of all dental decay occurred in 25 percent of chil- dren, the majority of whom were low income;


■■


for more than one in four children, the trip to the emergency room (ER) was their first dental visit;


■■


Northern California low-income children requiring oral surgery under general anesthesia had nowhere to go for treatment other than Oakland or San Francisco Children’s Hospitals that had wait- ing lists of 18 months; and


271 children each month would benefit by having the availability of PDI’s services. There was no doubt that there was a need for an ASC that could serve children who were from low-income families and suffering from severe tooth decay. On December 28, 2007, PDI treated its first patient, and on January 10, 2008, the California Department of Health Care Services conducted the state licensing inspec- tion. PDI passed with flying colors. On January 22, 2008, PDI Surgery Center officially opened with two fully equipped and staffed surgeries and 418 children on its waiting list.


■■ The Affordable Care Act brought


about a surge of patients who had visited a doctor or dentist for the first time, and PDI received a third more referrals than usual.


PDI in the Community


Northern California, with a median income of $61,933, is typically seen as a wealthy, wine-growing region and often portrayed in the media with beautiful vineyards and happy people sitting in cafes sip- ping award-winning wines and eat- ing gourmet food. Behind the scenes is a different story. There, a vast number of people living on min- imum wage are often unaware of the importance of dental health or how to access or pay for it. Children from low-income families have two to three times higher rates of den- tal problems than their wealthier peers. Findings from both state and local sources highlight a stagger- ing burden of suffering and a grow- ing dental health divide between rich and poor. The California Oral Health Plan 2018–2028 of the Cali- fornia Department of Public Health reports that in California, 54 percent


The PDI Model


A 2002 three-county assess- ment confirmed the need for a sustainable dentistry resource to serve the low-income chil- dren of Northern California who need safe sedation for dental treatment.


Case management and pre- vention education programs were determined to be essen- tial to the wellbeing of clients.


A $1.3 million capital cam- paign was launched to build a two-OR ASC certified by the California Department of Health Care Services and supported by three local hos- pitals, corporations, founda- tions, private donors and pub- lic health departments.


A 13-member volunteer board of directors was created.


Staffing included: ■■


chief executive officer and surgery center admin- istrator to oversee day-to- day operations;


■■


medical and dental direc- tors to oversee treatment;


■■


pediatric dentists, anesthe- siologist, nurses and dental assistants contracted;


■■


two communications and fund development staff members;


■■


four educator/promoters, two caseworkers; and


■■


biller, accountant and two front-desk staff.


PHOTO CREDIT: PDI SURGERY CENTER ASC FOCUS JANUARY 2019 | ascfocus.org 25


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