Fall 2000

The AAO public relations and advertising program, established in the late 1970s in response to members' complaints of unbusyness, had become a way of life by the 1980s. Magazine ads, films, and newspaper columns were being hailed by even the most conservative leaders. To these were added two novel approaches: the Yellow Pages Program (discontinued in 1997) and the Purchaser Contact Program (by which patients were encouraged to ask their employers to provide orthodontic benefits).

In 1988, our leaders changed course and began to direct our advertising emphasis toward GP's. The following year, the budget had reached $3 million for a two-year campaign. Other big-ticket campaigns were for risk management, improper advertising, and direct reimbursement (DR) (‘88). At the constituent level, our BOD set up a spokesperson training program to represent the specialty at interviews and discussions ('82).

As for individual advertising, PCSO leaders cautioned that the removal of bars to advertising was not a license to ignore ethics. Bulletin editor Dave Turpin warned against the T-shirt mentality. Nevertheless, the public was no longer being turned off by clinicians' marketing methods, if tastefully done.

Whether it was due to our PR efforts or to one or more of the following factors, by the mid-80s the manpower situation was beginning to show signs of recovery: (a) an increase in adult patients, (b) more surgical orthodontics, (c) a slight increase in the birthrate, (d) a slow decline in the number of orthodontic graduates (dental school class size was decreasing to '72-73 levels and some US schools had closed ['83]), (e) early treatment, (f) prepaid plans, and - thanks to the media - (g) people becoming more conscious of their appearance.

The increased demand for services was not lost on the large corporate clinic operators, especially in Southern California. Their volume operations were made possible by prepaid plans, extended duties and readily available orthodontists. Whether in clinic or private settings, super-elastic arch wires and preadjusted appliances seemed to be bringing treatment one step closer to automation.

Offsetting these efficiencies were regulatory and other burdens: universal precautions (against the spread of AIDS and hepatitis [‘85]), OSHA, accommodations for the disabled ('92), risk management, insurance forms, and a growing shortage of auxiliaries.

Other long-term issues among Pacific Coast concerns were new member orientation, case presentation requirements, and, as before, GP orthodontics. PCSO directors instructed the membership committee to develop a formal orientation program for new members at annual and regular meetings. As a result, applicants were being processed more rapidly and being provided with benefits ('82). The requirement for completed cases was finally dropped in 1988, but the presentation of five initial records was retained; it was felt that this requirement would better prepare new members for ultimate board certification. In 1994 even this condition was scrapped.

Reminiscent of the secessionist efforts of the late '60s, a short-lived movement to break up the society into two or three separate constituents was outvoted in the early 1980s. Not long afterward free annual meetings became history when a $25 fee was instituted to cover increasing costs.

As the 20th century began to wind down, the PCSO was coping with its increasing size and complexity. By 1991, our membership had passed the 2,000 mark. With a reserve of $500,000 ('98), the PCSO was big business. To ensure more equitable representation, the new BOD was expanded from 12 to 21 members, apportioned according to components. California would have four votes; other components, one vote every year or every other year ('93).

To facilitate timely decisions between annual Board meetings, an executive committee, consisting of the president, president-elect, vice president, and secretary-treasurer, was given the power to act for the Board between sessions.

At the component level, Oregon became the first state in almost 50 years to have a specialty board ('83), although British Columbia had had one since 1971; Washington's governor signed legislation requiring dental plans to offer freedom of choice ('88); California instituted the Denti-Cal orthodontic program wherein only qualified orthodontists could participate ('90).

Under Editor Turpin, our Bulletin soared to new heights. It grew to (almost) its present size - allowing three columns on slick paper, increased its advertising space - and instituted the popular "Portrait of a Professional." As a result, it won the Golden Pencil Award ('81) and honorable mention in the Golden Globe competition ('89). Dave left the Bulletin in 1988 to edit the Angle Orthodontist. David Crouch took over until 1991, at which time Jerry Nelson became editor. Jerry had a tough act to follow: making an outstanding journal even better; but he did, using many innovations such as more emphasis on history and new-member concerns. Many consider the Bulletin to be our organization's finest achievement.

Another reluctantly accepted resignation was that of executive secretary Ray Morris ('85), who had served with distinction for 15 years. His successor, Phillip Rollins, was given the new title of executive director. Soon thereafter, our headquarters was moved to San Francisco. Gene West left the chairmanship of Cal's orthodontic department in 1988 after 22 years, and Harry Dougherty ended his 32-year chairmanship at USC (‘92).

These academic departures only served to call attention to the growing shortage of orthodontic educators. By 1990 it had reached "crisis" proportions. Ads in journals for orthodontic department heads were not uncommon. Neither AAOF funding nor incentives for graduating residents to pursue the Ph.D. could match the attraction of private practice.

At this time we asked, Where are we going? The answer was the strategic planning conference in 1995. Out of that came the PCSO Strategic Plan. Its goals are to (a) strengthen the Bulletin, (b) provide a voice for the needs and concerns of all members, (c) increase participation and commitment by providing support to new members, and d) develop members to their full professional potential through continuing education. As of this writing, we were well on our way to achieving these goals.

The Pacific Coast Society of Orthodontists has survived depressions, population shifts, outside intrusion, and discord within its ranks to offer the new member a place in an organization dedicated to education, progress, and high standards of care. It has grown from a fellowship of nine to an entity of nearly 2,500 members; from an area encompassing three states to one that includes 11 states, provinces, and territories; from a group with limited influence to an active body, through its national organization, with a voice at the highest levels. We hope that our past achievements will serve as a harbinger of our fortunes in the coming century.

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