 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

 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

 Secondary Data  Demographic  Health  Economic  Patient Statistics

 Economic modeling  IMPLAN multipliers  Clinic data as inputs  Financial analysis  Clinic Form 990s

 Average age of 55  More female responses  50% from zip code  21% minor children  Primarily high school graduates  Nearly all had incomes less than $25k

 Average age 59  More female responses  24% minor children  Primarily high school graduates  Generally low income; many had incomes less than $25k

 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

 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

 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

 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

 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

 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.

 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

 “I don’t feel like a number”  “They remember your name”

 Good reputation  High quality of care  More community awareness needed  Declining MA reimbursements a challenge  Economic impact generator

 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.

 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.

 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).

 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.

 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.