Section 1: Clinical Offerings

Hygiene: How much of your practice’s total production comes from the hygiene team?

Less than 10%

Between 10%-30%

More than 30%

I don’t know

Periodontal: What percent of procedures done in the hygiene department are periodontal treatment?

Less than 10%

Between 10%-15%

More than 15%

I don’t know

Auxiliary services: What higher-value auxiliary services (ex: implants, clear aligners, veneers, etc.) are offered in your practice?

Nothing beyond fillings and cleanings

We offer 1-2 auxiliary services beyond fillings and cleanings

We offer 3 or more auxiliary services beyond fillings and cleanings

Production per visit/hour: Do you know the exact number your practice produces per visit or per hour?

I’m not sure

I have a very good idea but may not know exactly

I know an exact figure, regularly track this, and have a goal

Section 5: Networking & Promotion

External marketing: What is your approach for attracting new patients?

No strategic external marketing plan exists

Some marketing is taking place; plan may be piecemeal and lack critical components

A robust, cohesive, and strategic marketing plan is in place with a marketing team; monthly new patient goals are set/met

Internal marketing: How do you encourage your patients to spread the word about your practice?

No internal marketing strategy exists

Efforts are made to recruit friends and family of current patients, but plan may not be effective/consistent/strategic

A robust, cohesive, and strategic internal marketing plan is in place with a in-house point person

New patient experience: How are new patient visits handled?

When new patients walk into our practice, they may have different experiences. We do not have a detailed protocol for what they should experience and when.

We generally follow the same routine for each new patient experience, but experiences may vary and we do not have a service-based protocol that we have rehearsed as a team.

The “new patient experience” has been crafted, choreographed, and practiced by our team so that all new patients have consistent, outstanding, welcoming experiences.

Section 6: Team Structure

Organizational chart: Does your practice have a developed org chart that has been communicated to all team members?

No formal org chart exists

There is a hierarchical structure, but org chart may be underdeveloped, undefined, or not clearly understood by team

A well-developed and strategic org chart exists and is well-understood by the team

Job descriptions: Do you have detailed and compliant job descriptions for each role that have been reviewed with each team member?

No formal job descriptions exist for positions

Some job descriptions exist, but descriptions may be under-developed, inconsistent, or inaccurate

Job descriptions are detailed in writing, have been thoroughly reviewed/updated, and have been communicated to all members of the team

Team reviews: How do you conduct formal team member reviews?

No formal system exists for conducting employee reviews

Some employee reviews take place, but timing, approach, and follow through may be inconsistent

A formal and detailed team review process exists; process is designed to maximize employee development and feedback (rather than tethered to pay review)

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