Thursday, October 1, 2026

The Digital Patient Experience Begins Before the First Appointment - Kayla Mauldin, CCDS October 2026 E Newsletter

 


The Digital Chairside

Marketing insights, explained like you'd explain treatment to a patient.

The Digital Patient Experience Begins Before the First Appointment

By Kayla Mauldin, Founder, Firelight Marketing
Former dental professional with over 23 years of experience in dentistry

A Patient's Story

Your new patient scheduled.

Great. Marketing worked. The phone conversation went well. There's an appointment on the books.

But there's still a week before that patient walks through your door.

During that week, they receive a confirmation text. They try to complete their paperwork. They wonder whether you have their insurance information. They look up directions to the office. Maybe they need to change their appointment and aren't sure whether they have to call.

Each one of those seemingly small interactions is part of their experience with your practice.

And they haven't even met you yet.

The Patient Experience Starts Earlier Than We Think

In dentistry, we tend to think about patient experience in terms of what happens inside the practice.

Was the patient greeted warmly?

Did they wait too long?

Did the clinical team explain treatment?

Was the doctor attentive?

Those things absolutely matter. But today's patient experience often begins days—or even weeks—before someone sits in the chair.

Every digital interaction sends a message about what it will be like to be your patient.

Convenience Is Part of Patient Care

Think about how much the rest of our lives has changed.

We book flights online. Make restaurant reservations from our phones. Receive package updates automatically. Complete paperwork before appointments.

Patients increasingly bring those expectations into healthcare.

That doesn't mean a dental practice needs every new piece of technology.

It means we should look for unnecessary friction.

Can a new patient complete forms before arriving?

Can they easily find your address and office hours?

Are appointment confirmations clear?

Do they know what to bring?

Can they conveniently contact the office if they have a question?

None of these things replace great dentistry.

They simply make accessing great dentistry easier.

Small Frustrations Add Up

Imagine asking a nervous new patient to arrive 20 minutes early to complete several pages of paperwork.

Now imagine allowing that same patient to complete those forms from their couch the night before.

The clinical information may be identical.

The experience isn't.

The same principle applies throughout the patient journey.

A confusing confirmation message.

A difficult-to-use website.

Unclear insurance communication.

No instructions about what to expect.

One inconvenience probably won't lose a patient. But several small frustrations can create an impression that the practice is difficult to navigate.

Technology Should Support the Relationship, Not Replace It

Online scheduling, digital forms, patient portals, automated reminders, text messaging, and even AI-powered communication tools can make practices more accessible.

But technology should never become a barrier between the patient and the team.

The goal isn't automation for the sake of automation.

The goal is to use technology for the repetitive tasks it handles well so your team has more time for the conversations that require a human being.

A reminder can be automated.

Reassuring someone who's terrified of an extraction probably shouldn't be.

Knowing the difference matters.

Look at Your Practice Through the Patient's Eyes

One of the easiest ways to improve the digital patient experience is to stop looking at your systems from inside the practice.

Your team knows exactly where the forms are.

Your team knows which button to click.

Your team knows where to park.

Your new patient doesn't.

Walk through your own process as though you've never seen it before.

Search for your practice.

Visit your website from your phone.

Request an appointment.

Read the confirmation.

Open the forms.

Follow the directions.

Every point of confusion is an opportunity to make the experience easier.

From the Front Office

Working in dentistry taught me that sometimes what looks like a "difficult patient" is actually a confused patient.

They didn't understand the insurance estimate.

They didn't realize they needed to arrive early.

They thought their appointment was at a different time.

They didn't know they needed to bring something with them.

Clear communication prevents many of those frustrations before they ever reach the front desk.

That's why I don't see digital tools as separate from patient care.

Used correctly, they're an extension of it.

Technology handles information.

Your team handles people.

The best patient experience needs both.

The Takeaway

Your patient's first impression isn't one moment.

It's a series of moments.

The Google search. The reviews. The website. The phone call. The confirmation. The paperwork. The reminder. And finally, walking through your front door.

Every step either makes becoming your patient easier or adds another obstacle.

The goal isn't to make your practice more digital.

It's to make your practice easier to experience.


Chairside Challenge

This month, become your own new patient.

Starting with your website, walk through every step someone experiences between deciding to schedule and arriving for their first appointment.

Do it from your phone—not your office computer.

Ask yourself:

Where did I have to stop and think?

Where did I have to search for information?

What would be confusing if I had never been here before?

Write down the three biggest points of friction you discover.

Then fix just one.

Improving the patient experience doesn't always require a new system. Sometimes it starts by removing one unnecessary obstacle.


Art in the Operatory: Looking Beyond the Tooth - Don Dexter DMD, CCDS October 2026 E Newsletter


 

Art in the Operatory: Looking Beyond the Tooth

Don Dexter DMD, Eugene Dental Sleep Center/Don Dexter Gallery

By virtue of our training and our practice, dentists are artists.

We work every day with proportion, contour, balance, texture, color, symmetry, negative space and light. Over time, we develop an eye for details measured in fractions of millimeters. W
e know when something looks right, and we also know when something can be technically correct and still somehow feel wrong.

We spend our careers developing that artistic eye. But too often, it stops at the tooth.

Dentistry takes place in a very controlled environment, and we care for a patient population that often walks through the door with some level of anxiety. We give considerable thought to our technology, our clinical systems, efficiency, infection control and, of course, the quality of the dentistry we provide. But I wonder how often we give the same attention to the environment surrounding that care.

Patients experience much more than the dentistry. They experience the reception area, the hallways, the treatment rooms, the lighting, the colors and the things we choose to place around them. All of it contributes to how a practice feels.

And so does our team. Dentists and staff spend thousands of hours in these spaces. The environment we create isn't just for our patients. We live and work in it too.

This is where I think art becomes interesting.

There is a difference between decorating a dental office and curating one. Decoration tends to answer the question of what to put on an empty wall. Curation starts somewhere else: What do we want this environment to feel like, and what belongs here?

That doesn't mean turning a dental office into an art gallery. In fact, good curation may mean putting less on the walls, not more. It means considering the architecture, scale, color, light, sightlines and negative space, and then choosing art because it contributes something meaningful to the environment rather than simply filling it.

Dentists already understand this way of thinking. We use it every day, only on a much smaller scale.

There is another benefit that deserves consideration. When we choose original work from local artists, our investment stays within the community. It supports artists, galleries, framers and the broader creative ecosystem around us. Our practices can reflect something of the places and communities we serve rather than looking like they could exist anywhere.

But ultimately, this isn't an argument for dentists to buy more art. It's an invitation to be more mindful about the spaces we create.

Maybe the opportunity isn't to make dentists more interested in art. We already are artists. The opportunity is to take the artistic eye we have spent a career developing and widen its field of view—to become as thoughtful about the environment surrounding our work as we are about the work itself.

Look beyond the tooth.



Expanded Duties, Expanded Risk? - Julie Goldberg, DDS, CCDS October 2026 E NEWS

 


Expanded Duties, Expanded Risk?

Author: Julie Goldberg, DDS, Sr. Dental Risk Specialist at PMIG

What Dentists Should Know About Delegation, Scope of Practice, and Professional Liability

Across the country, states continue to explore expanded duties for dental hygienists and dental assistants as a way to improve access to care, address workforce shortages, and increase practice efficiency. While these changes create opportunities for dental practices, they also introduce important considerations related to patient safety, documentation, supervision, professional liability, and insurance coverage.

As scopes of practice evolve, dentists may benefit from periodically evaluating not only what duties can be delegated, but how those duties are implemented, supervised, documented, and communicated within the practice.

Delegation Is Not the Same as Transfer of Responsibility

One of the most common misunderstandings surrounding expanded-duty personnel is the belief that delegation transfers responsibility. In most situations, even when a procedure is legally delegated, the dentist retains responsibility for patient assessment, diagnosis, treatment planning, and the clinical decisions that support patient care.

When an adverse event occurs, allegations often focus not only on the delegated procedure itself, but also on questions such as:

  • Was the individual properly trained and credentialed?
  • Was the procedure within the individual's authorized scope of practice?
  • Was supervision provided as required by state law?
  • Was the patient appropriately evaluated before treatment?
  • Was adequate documentation maintained?

In many malpractice cases, the issue is not whether delegation occurred. Rather, the issue becomes whether the delegation process was reasonable and appropriately managed.

Scope of Practice Varies Significantly by State

Expanded-duty laws differ substantially across jurisdictions.

A procedure that may be permitted for a dental assistant in one state could be prohibited in another. Similarly, levels of supervision may vary from direct supervision to indirect supervision, general supervision, or independent authority, depending on the provider type and the state.

For practices with multiple locations or providers licensed in different states, periodically reviewing current regulations can help reduce confusion and promote consistency.

Questions worth considering include:

  • Have state regulations changed since our protocols were developed?
  • Are job descriptions aligned with current state requirements?
  • Have newly hired team members received state-specific training?
  • Are supervision requirements clearly understood by all providers?

Documentation Remains a Critical Defense Tool

Expanded-duty models often create additional handoffs during patient care. More handoffs mean more opportunities for communication breakdowns.

Documentation may become especially important when treatment involves multiple providers participating in the patient's care.

Areas frequently reviewed during an investigation include:

  • Treatment planning documentation
  • Supervision records
  • Informed consent discussions
  • Training and credentialing records
  • Clinical notes related to delegated procedures
  • Follow-up and postoperative instructions

A well-documented process often provides stronger support for the clinical decisions made by the practice.

Consider the Impact on Professional Liability Exposure

As practices expand services and delegation models, their risk profile may evolve as well.

Examples include:

  • Expanded function restorative procedures
  • Interim therapeutic restorations
  • Local anesthesia administration by hygienists where permitted
  • Expanded periodontal services
  • Community-based or public health programs
  • Teledentistry-supported preventive care

These activities may be entirely appropriate and permissible, but they can create new questions regarding supervision, training, documentation, and liability allocation.

Dentists may wish to discuss significant operational changes with their insurance professional, particularly when adding new services, locations, provider types, or delegation models.

What About Board Complaints?

Many dentists associate risk primarily with malpractice lawsuits. However, board investigations can arise independently of litigation.

A patient complaint involving a delegated procedure may prompt questions regarding:

  • Scope of practice
  • Supervision requirements
  • Documentation
  • Credential verification
  • Patient safety protocols

In some cases, a board matter may create greater concern for a provider than the underlying malpractice allegation because of the potential impact on licensure.

For this reason, dentists may find it worthwhile to understand whether their professional liability policy includes defense coverage related to board investigations and what limits or conditions apply.

A Practical Opportunity for Practices

Expanded duties continue to play an important role in modern dentistry. When implemented thoughtfully, they can improve efficiency, support access to care, and allow practices to maximize team capabilities.

As regulations continue to evolve, practices may benefit from periodically reviewing:

  • State-specific delegation requirements
  • Supervision protocols
  • Training records
  • Credential verification processes
  • Documentation practices
  • Professional liability and board defense provisions

The goal is not to avoid delegation. The goal is to ensure that delegation occurs within a framework that supports patient safety, regulatory compliance, and defensible clinical decision-making.

Key Takeaway

As dentistry continues to expand the responsibilities of hygienists and dental assistants, dentists may wish to view delegation not only as a workforce strategy, but also as a risk management strategy. The strongest programs combine appropriate training, clear supervision, thorough documentation, and an understanding of how evolving practice models may affect professional liability and board-related exposures.

For questions related to dental risk management, contact Dr. Julie Goldberg, Professional Dental Risk Specialist with PM Dental Protect, PMIG. julie.goldberg@phmic.com.

This information is intended to provide general information only on specific risk management topics. It is not intended to provide coverage determinations or coverage positions, nor is it to be construed as legal, medical, or professional advice in any form whatsoever.