Jill Rosenbaum stories from The Center for Public Integrity

The business behind dental treatment for America’s poorest kids

2013-01-24T11:20:05-05:00

Nearly half of the nation's children were on Medicaid or similar government assistance last year. Yet even with this insurance, families in poverty often struggle to find a dentist for their kids, forcing them to use emergency rooms to treat excruciating toothaches.

To solve that problem — and to settle a lawsuit — the state of Connecticut dramatically increased the fees it paid dentists through Medicaid four years ago. A flurry of private dentists signed up and soon, corporate dental chains specializing in Medicaid began opening offices around the state.

One of them was Kool Smiles. The Atlanta-based chain is the largest Medicaid dental provider in the country, serving roughly 2 million children with 129 offices in 15 states and the District of Columbia.

Within months, the state's Medicaid dental director said she became alarmed when she saw a disproportionate spike in kids getting stainless-steel crowns to treat cavities coming from a number of dental offices. The state pays at least $230 for these shiny crowns, compared to as little as $100 for a filling. But their use is controversial to treat small cavities.

The state started requiring dentists to get prior approval for each crown. That’s when the state identified problems at Kool Smiles.

"The X-rays didn't show a need for these kinds of services," said Donna Balaski, head of the state Medicaid dental program. "What we tended to see was that there was a small cavity and they wanted to put a crown on it."

They also started reviewing Kool Smiles’s X-rays taken after the treatments and found problems that Balaski called “atrocious:” crowns that didn't fit, decay left untreated under a crown and nerves left exposed.

The state showed the X-rays to Kool Smiles at a meeting in August 2010 but Balaski said the company didn't seem to take the criticisms seriously.

As the weeks went by, the company failed to come up with a plan to deal with all the children with questionable care, according to Balaski. So the state's Medicaid commissioner wrote a letter, telling Kool Smiles that some of the cases the state had seen were "malpractice." Finally, the company started to respond, Balaski said.

Today, she says, the chain is still under observation, but she's much happier with the work it's doing in Connecticut. Kool Smiles said it was able to correct the problems and has used the lessons learned there to make improvements at offices nationwide.

Yet the kind of problems discovered in Connecticut have shadowed Kool Smiles elsewhere. A joint investigation by the Center for Public Integrity and FRONTLINE found that the same business model that makes Kool Smiles profitable as a dentist of last resort has also led to complaints that they provide unnecessary treatment for children in need.

Medicaid pays an average of 30 percent less than what typical dentists charge, the company says. So Kool Smiles acknowledges that it has to be more efficient than most dental offices and has developed a computerized system to track its work. Several former employees said the chain is highly focused on production. It offers bonuses to dentists who bill beyond a certain amount and in some circumstances will fire dentists who fail to meet production standards, according to internal and court documents as well as former employees.

State authorities in Massachusetts and Georgia, Kool Smiles's home state, have reported documented cases of unnecessary procedures at Kool Smiles in past years. Medicaid authorities in Texas say they are currently conducting inquiries into Kool Smiles and other dental practices for possible unnecessary treatments. And the Senate is doing its own investigation of Kool Smiles and other dental chains for potential Medicaid waste, fraud or abuse.

Kool Smiles vigorously disputes criticism of its practices and business model. The company points out that it fills a critical need largely ignored by private dentists. In markets it serves, it says it can track the reduction of dental ailments in its patients. Last year, Kool Smiles says it provided almost as much free care as it made in profits.

But Kool Smiles is not a charity. It's run by a company owned by the private-equity firm Friedman Fleischer & Lowe of San Francisco, a firm whose investments exceed $2.5 billion in companies including the fast-food chain Church's Chicken and the payday lender Speedy Cash.

Kool Smiles denies that it exerts any influence on dentists to boost revenues and says it offers quality dental care.

“While nearly all health delivery models can be critiqued, we believe that our patients can speak for themselves — almost 80% of our patients on a daily basis are ones that come back because of the care that we’ve delivered,” company spokesman Geoffrey Freeman said. “We stand firmly by our dentists, their integrity and the quality of the care they offer to thousands of children every day.”

Many more crowns

One of Kool Smiles’ most controversial practices is its dentists’ heavy use of stainless-steel crowns to restore decayed baby teeth. Crowns can be the best treatment if much of a baby tooth has been eaten away, because crowns are more durable than large fillings. Still, the tooth’s natural enamel is the ideal surface and a basic ethic of dentistry is to save as much tooth as possible.

Parents and kids don’t like the look of the shiny crowns, and dentists acknowledge they’re used less often on children from families that can afford dental care. Yet crowns are common on Medicaid patients. Guidelines from the American Association of Pediatric Dentists say that crowns are appropriate for children with large or extensive cavities, especially if they aren’t likely to take care of their teeth.

Crowns are more profitable than fillings for dentists, because they can charge more for them. While adult crowns are custom made to last a lifetime, crowns for baby teeth come in standard sizes and cost the dentist no more than $8 each. It’s not clear why Medicaid pays more for stainless-steel crowns, since dentists agree that they’re easier and quicker to do than fillings.

Kool Smiles does far more crowns than average on children age 8 and under on Medicaid, according to an analysis of 2010 Medicaid data in two states done by CPI and FRONTLINE. In Texas, a child under the age of 9 at Kool Smiles has nearly a 50-50 chance of getting a crown as a restoration to treat problems like cavities, our analysis found. That compares to a one in three chance on average at other providers. And in Virginia, a child 8 or under on Medicaid going to Kool Smiles is twice as likely on average to get crowns than at other dental offices.

In response, Kool Smiles supplied its own analysis using state Medicaid data and said in general it found that their offices perform fewer procedures per patient, charge less per patient and have lower X-ray costs per patient on average. In Texas and Virginia, it said its analysis shows that it does fewer crowns per patient. But it did not address whether a young child going to Kool Smiles as opposed to any other dentist accepting Medicaid in Texas or Virginia is more likely to get a crown.

Take the case of four-year-old Jacey Regan. Her father, Robert Regan, who works for the Navy on an aircraft carrier, took his daughter to a Kool Smiles last July in Newport News, Va. He was surprised when the dentist diagnosed her with seven cavities, five needing crowns.

The young curly-haired girl is mildly autistic, so she can have trouble adjusting to unfamiliar situations. She got two fillings at one visit but rebelled on a second visit after what the family said was a long wait.

Unhappy with Kool Smiles’ general dentists, Regan took Jacey to specialist in children’s dentistry. Regan expected to be told that Jacey would need crowns. But the pediatric dentist said there was no need to do that.

Jacey had four tiny “lesions” on her teeth and the common practice is to watch such spots to see if they get any worse, according to the head of a pediatric dental program at a major university who examined Regan’s X-rays at CPI and FRONTLINE's request.

Robert Regan said it never occurred to him that his daughter might not need stainless-steel crowns. “I trusted the dentist,” he said. Kool Smiles diagnosed Jacey as a high risk patient for cavities and said under those circumstances, crowns were appropriate treatment.

State Medicaid officials in Georgia have twice done audits, most recently in 2009, finding that Kool Smiles was doing what they called unnecessary treatments.

Two Medicaid networks in Georgia kicked the chain out of their programs in 2007. WellCare of Georgia later told parents in a press release that kids who went to Kool Smiles were three times more likely to be physically restrained and five times more likely to get stainless steel crowns when compared to other dentists. WellCare reported that 44 percent of children treated at Kool Smiles got crowns.

The company said it did nothing wrong, and accused WellCare at the time of trying to boost its own profits by cutting back on dental care.

At the same time in 2007, the Georgia Department of Community Health reviewed 6,600 patient files at Kool Smiles and found 427 children who got dental care they didn’t need and another 219 cases where the work didn’t meet basic quality standards. In their notes, reviewers said they saw cases where Kool Smiles put crowns even on small cavities.

In a 2009 audit, the findings were even worse. Dentists hired by the state found 1,024 quality problems in only 248 patient files. That included 324 cases of unnecessary treatments. As a result, Kool Smiles paid back more than $40,000 to the state Medicaid program on billings the state said were unjustified.

Kool Smiles describes these findings as “unsubstantiated” and blames them on documentation issues. It also says that the state focused its 2009 audit on only nine dentists and only on cases that were complicated. The company said public data shows that it is a "quality, conservative provider."

In 2009, the Massachusetts state auditor reported that three Kool Smiles offices had overbilled Medicaid by $1.2 million, primarily by taking X-rays that weren’t needed. Auditor Joe DeNucci, talking about those Kool Smiles offices and seven other dental providers, said, “There appears to be a culture of using the system to maximize benefits to the providers, which leads to reduced services for people in need and the waste of taxpayer funds.”

Kool Smiles calls this statement “unsubstantiated” and says it follows industry guidelines for X-rays. Kool Smiles said it takes X-rays only in the best interest of the children.

Republican Sen. Charles Grassley of Iowa has had his staff conduct an investigation of Kool Smiles as well as a handful of other corporate dental chains since late last year for possible waste, fraud and abuse. Grassley said he was concerned that private-equity firms might exert influence on dentists to focus more on profits than on the patients.

“I’m finding in this investigation that there are people that know nothing about dentistry are saying you got to see so many people, you got to do so much work for each one, and in a sense, gaming the system,” Grassley said in an interview.

“We have found, at least initially, some things that we think are very wrong and need to be changed.”

The best of intentions

Several former employees said Kool Smiles started off with the best intentions. Doug Brown, a former paramedic who later headed a private ambulance service in Tuscon, Ariz., decided to start Kool Smiles after working with his brother-in-law, a dentist treating Medicaid patients. Brown said he saw an opportunity to have a viable business and to help children in need.

In 2002, Brown recruited two young dentists in Denver and opened Kool Smiles’ first office in Decatur, Ga., a small community outside Atlanta.

“The demand for service was unbelievable,” said Brown. “These kids had nowhere to go for years and years.”

The original plan was to open perhaps 10 to 15 offices. But Brown says he got an unexpected call from Friedman Fleischer & Lowe in 2004. The private-equity firm had considered buying another Medicaid dental chain, but decided to build its own chain. Brown said getting picked was a million-to-one shot. Though the initial investment was small by private-equity standards, in 2010 FFL tried to sell the company for $700 million but a deal fell through.

The company says it addresses the low reimbursement rate by freeing dentists from worrying about administrative tasks. Kool Smiles has a company called NCDR LLC that hires the dentists, finds new locations, owns the offices and equipment and manages the employees.

“It's what every professional practice aims to achieve, which is take the people who are capable of actually generating revenue and put them in a position to generate revenue,” said company spokesman Freeman.

NCDR is known at Kool Smiles for meticulously tracking data. The company distributes an “Office Scorecard” each day, showing each office a monthly and even daily ranking of how well they met revenue targets. A scorecard from September 2009 showed that for the month 34 offices hit their revenue targets while 24 did not.

“We always had to account for failing short of our goals,” said Christina Bowne, who managed an office in Portsmouth, Va.

On the other hand, she said office managers got bonuses when they hit their revenue targets.

“When you’re focused on the numbers, you remove yourself from the feeling of doing the right thing,” Bowne said.

Bowne said the system rewards dentists who bill as much as possible. Bowne herself was eventually fired days after reporting one dentist to the state dental board for what she considered improper treatments. Bowne's now suing Kool Smiles for wrongful termination. The company’s human resources senior vice president testified in a deposition that she was fired for falsifying business records and tensions with one or more of the dentists.

Megan Calimbas said she faced the same pressures as the office manager of a new clinic in Bryan, Texas in 2008. “We were just completely swamped,” Calimbas recalls. “While I was there I was working 60 to 70 hours a week.”

Although her office was a star performer on the "Office Scorecard," she says she was criticized for paying staff too much overtime. As a result, Calimbas said she was asked to leave after only five months on the job.

In hindsight, Calimbas thinks most of the dentists and staff at Kool Smiles want to do what’s best. But she thinks the mathematical precision of all those goals was unrealistic and doesn't account for the individual needs of patients.

While Kool Smiles acknowledges that offices have revenue targets, it denies that its dentists do. When asked if dentists have revenue goals, regional dentist Dr. Polly Buckey, speaking on behalf of Kool Smiles, said, “For our dentists, there are not. For our dentists, there’s not a number.”

However, contracts with dentists provided by Kool Smiles show that rank-and-file dentists can get paid bonuses based on the revenue they bill. The company provided a recent bonus plan showing that dentists are paid a base salary, typically $120,000 a year, or 25 percent of their billings, whichever is greater.

Kool Smiles acknowledged that their dentists get production based bonuses, but only after meeting quality standards. And they insisted that bonuses are not the same as targets. In a statement, the company said, “Dentists do not receive revenue, patient or procedure targets or scorecards.”

The Center for Public Integrity and FRONTLINE obtained several confidential internal documents, including one that ranks each dentist in the chain based on how much they bill in an average day. Another document lists a variety of metrics for dentists, including how many patients are seen a day, how many crowns dentists do and even how many areas of a child’s mouth they put crowns or fillings on in a single appointment.

In response to questions about these documents, Kool Smiles said dentists are able to see how they rank if they chose. It says the report on patients per day and other metrics is used to assure quality. But Kool Smiles says no one from the business side ever discusses these reports with the dentists.

The company’s chief counsel and senior vice president of human resources, David King, recently testified in a lawsuit that dentists have production standards. King testified that a doctor in Portsmouth, Va., was fired “not meeting our performance standards, basically production standards … She basically wasn’t meeting our targets around seeing a number of patients per day, quadrants of dentistry per day, those types of measures.”

Dr. Ashley Nichols, the regional dental director of Virginia, testified that the dentist was fired for "not meeting performance standards in terms of productivity."

Dentists who used to work at Kool Smiles said they were under pressure to meet revenue goals. One former Kool Smiles dentist, who asked not to be identified for fear of being sued, was asked how she met the targets if the children that day didn’t have a lot of dental problems.

“Oh my God, it’s a really hard thing to do. You have to do what’s best for the kid ... If you get in trouble, you get in trouble for not producing enough. And believe me, I got in trouble.”

Another former Kool Smiles dentist alleged in a federal lawsuit that he saw children being misdiagnosed and given treatments they didn’t need as a result of the financial incentives.

“Kool Smiles’ company structure rewards staff who performs multiple treatments on their patients — whether necessary or not,” alleged Dr. Baljot Bains, who was fired from an office in Bryan, Texas, after an angry confrontation with another dentist he had reported for allegedly misdiagnosing patients.

Bains wouldn’t talk publicly about his allegations, but in the lawsuit he said that “there was constant talk about production.” Dentists said they’d be told they needed to boost production, and that they would decide to use stainless steel crowns on small cavities as a way to increase revenue, Bains alleged. Kool Smiles denied the allegations in the lawsuit and the lawsuit was settled.

The financial incentive raises questions about treatment decisions at Kool Smiles for parents like Kari Reyes of Norfolk, Va. Reyes at first felt good about Kool Smiles. She trusted her daughter’s dentist there.

In February 2011, the dentist examined 3-year-old Marissa Mares and found eight cavities. She wrote up a plan for seven fillings and one crown. After fixing four teeth, the dentist asked Reyes to come back to take care of the four others.

But when Reyes showed up three days later, a different dentist examined Marissa. The new dentist rewrote the treatment plan, changing the fillings to crowns.

Reluctantly, Reyes agreed. The little girl slept through most of the treatment on laughing gas. But the new dentist couldn’t get one of the crowns to stay on. Reyes said the dentist kept pushing the crown hard against the gums, causing them to bleed. Suddenly, Marissa awoke with a jerk and start shrieking in a way that Reyes had never heard before.

“It was a very scary thing when she started screaming,” Reyes said. “It sounded like a painful scream.”

The dentist decided to have Marissa strapped down as the 3-year-old continued to scream and kick. Reyes couldn’t bear it and starting tearing up. “She was just stuck there crying, couldn’t move, couldn’t do anything. I couldn’t do anything to help her,” Reyes said. “It was really horrible.” Finally Reyes told the dentist, “Could you stop and numb her mouth?”

Reyes said the dentist didn’t respond. After asking again several more times, Reyes said, the dentist finally told her to be quiet. That enraged Reyes, who says she yelled at the dentist to stop and to get a different dentist. Reyes even followed the dentist out in the hallway, yelling.

Another dentist came in, numbed Marissa’s mouth and got the crown to stay on. There was still one tooth left to treat, but days later Kool Smiles told Reyes she couldn’t return. They now considered her a threat for her angry outburst. Reyes took her daughter to another dental office.

Dr. Robert Howell examined the tooth and said there was no cavity on it. It was just a stain that he polished off. In an interview, Howell said, “From my observation of the child’s mouth, she was very aggressively treated.”

The dentist at Kool Smiles, Trina Collins, defended her decision to put crowns on Marissa, saying that fillings were more likely to fall out. The chain said other dentists who have looked at Mares’ X-rays concur. Kool Smiles called the treatment “appropriate” and “in compliance with professional guidelines.”

Collins said the first dentist who planned to use fillings was young and inexperienced. And she said dentists can have different opinions on whether to use crowns or not, but that she had years of experience treating children.

A background check showed that Collins was thrown out of a pediatric residency program at Harlem Hospital in New York in 2009. The hospital leveled ten charges of misconduct against Collins, including falsifying a report and changing a treatment plan with no justification. In an interview, Collins denied that she did a residency at Harlem Hospital, but documents she filled out there give her current address in Virginia.

Reyes now questions whether her daughter needed all that work, especially whether she needed crowns.

“You know, they caused my daughter pain for their gain,” Reyes says. “It’s wrong to do that to a child.”

Corporate dental chains see big profits in adults who can't afford care

Aspen Dental Management, Inc. — 2013-01-24T10:52:16-05:00

Surviving on a meager $1,300 a month, 87-year-old Theresa Ferritto fretted about the cost when her dentist told her she needed two teeth pulled.

She figured an oral surgeon would be too expensive. So she decided to try out a dental chain that promoted steep discounts in its advertisements. She went to an Aspen Dental office just outside Cleveland.

Ferritto said Aspen Dental wouldn’t just pull the teeth but insisted on a complete exam. She was bewildered when they finally handed her a treatment plan four pages long. Total price: $7,835.

Ferritto could not afford it, but Aspen Dental signed her up for a special credit card, with monthly payments of $186 for five years. She blames herself for signing the papers.

“I made a big mistake going there,” she says. “I should have known better.”

After a day of cleanings and two fillings, Ferritto asked her son for help. He called Aspen Dental to complain but said he got nowhere. So they turned to the state Attorney General.

Aspen Dental took all charges off her credit card for treatments she hadn’t yet received. But said the $2,540 she was charged for two fillings and cleanings was appropriate.

Aspen Dental charged Ferritto $350 for an antibiotic put next to teeth the dentist was going to pull, a charge other dentists say makes no sense. There were four separate charges for an antibacterial rinse similar to Listerine for $129. There was even a $149 charge for an electric toothbrush that Ferritto didn’t even know she had, until she recently retrieved an Aspen Dental bag from her garage and found it inside.

Imagine how many groceries that would buy, she sighed.

When asked if Ferritto was taken advantage of, Aspen Dental chief executive Robert Fontana said, “I hope that the team was clear about what she needed and that that she completely understood what she was getting into. And hopefully, you know, she made the choices that she thought was right for her.”

Aspen Dental is a chain of nearly 350 offices in 22 states managed by a company owned by a private-equity firm. It is part of a fast-growing industry of corporate dental practices, many of which specialize in serving people who cannot afford to go to the dentist, a group many dentists ignore.

By marketing to people who haven’t seen a dentist in years, Aspen Dental often gives new patients treatment plans costing thousands of dollars. The Center for Public Integrity (CPI) and FRONTLINE spent months examining Aspen Dental and found that the same business model that makes Aspen Dental accessible to people short on cash can also lock people into debt and has led to complaints of patients being overcharged or given unnecessary treatments.

Former employees say Aspen Dental trained them in high-pressure sales. Corporate management scrutinizes the production of dentists and staff daily. And an Aspen Dental recruiting video says that dentists get paid bonuses as key production targets are met.

“You’ve got people who are not dentists, that are in management … they are breathing down the doctor’s back,” said Jenny Hayes, who worked as an office manager for Aspen Dental in the Chicago-area last year. “There are goals and if you are not hitting your goals, then you lose your job.”

Aspen Dental denies that its dentists have stronger financial incentives than other dentists or that its bonuses affect treatments. Fontana, founder and chief executive officer of Aspen Dental, based in East Syracuse, NY, said dentists won’t do unnecessary treatments because “it’s just not in their DNA.”

“I’m not even sure what corporate dentistry means, because we have no influence on the dentistry,” Fontana said.

He said Aspen Dental frees dentists to focus solely on patients, because the company handles back-office duties such as marketing, accounting and billing. In fact, dentists own and control all of the practices, says Fontana. All but four states forbid anyone who’s not a dentist from owning a practice on the assumption that dentists are trained and motivated to put patients ahead of profits.

But Sen. Charles Grassley, a Republican from Iowa, questions whether dentists at corporate-dental chains are free from corporate pressures to maximize profits. Grassley wouldn’t speak about Aspen Dental specifically, but he’s had investigators looking into the company and other private-equity-owned chains for months.

“Because when private equity firms get involved,” Grassley explained, “You got to understand that their motivation is to make money. And they are not dentists. And dentists ought to make the determination … of what is good for the teeth … Not some private equity manager in Wall Street.”

Aspen Dental says it serves people who otherwise wouldn’t go to a dentist. Forty percent of Americans have a family member who put off going to the dentist because they couldn’t pay for it, according to a survey by the W.K. Kellogg Foundation. Fontana says Aspen Dental looks for ways to make it easier for those people to walk into their offices.

Their offices are easy to spot at shopping centers, often near fast-food restaurants. Posters advertise a free exam and X-rays. Many of their new patients walk in the door without an appointment. Aspen Dental accepts most insurance and if the patient is still short on cash, they will sign you up on your first day for “no-interest” credit cards through GE Capital or Chase.

Aspen Dental specializes in dentures, which they make in each office. The consultation room has a tray of dentures to choose from, ranging from the basic no-frills model to the “precision hand-crafted” ComfiLytes, coming in 27 shades. Internet ads offer dentures on sale for $249. Its commercial tells stories of a man in pain from poor-fitting dentures and a woman too embarrassed to smile.

Aspen Dental insists that all new patients get a comprehensive examination. So even if someone just wants a routine cleaning or needs a broken tooth fixed, Aspen Dental presents a treatment plan for any problems that may crop up years later. Fontana says this approach is what’s best for patients, because neglected teeth and gums can lead to serious problems. Several former employees, however, describe the initial exam as a sales tactic to maximize revenue on each new patient.

“People would come into the office maybe with a toothache and come out with a treatment plan that maybe the dentist said we need to extract all your teeth,” said Jenny Hayes, the former office manager in Illinois. “They were made to stop in the manager’s office and sit down for an intense consultative selling process that they really didn’t bargain for when they walked in the door. I had people literally breaking down and crying in my office. And it happened quite regularly.”

The average treatment plan presented to new patients runs $4,450 at Aspen Dental’s top producing offices, according to an internal company document obtained by CPI and FRONTLINE. The company says the extensive treatment is a reflection of the patients they draw.

“A typical patient is probably 45 to 65 and struggling just to make ends meet,” said Fontana, Aspen’s CEO. “They’re taking this week’s paycheck to pay last month’s mortgage, making their car payment, trying to put their kids through school and unfortunately, dentistry can become discretionary.”

Donna Kelce of Des Moines, Iowa, fits the profile. At age 55, she hadn’t been to a dentist in 15 years. She didn’t have dental insurance and didn’t think she could afford it. Besides, her teeth never bothered her until a gap starting forming between two front teeth. Embarrassed, she finally went to an Aspen Dental office after seeing one of its commercials.

Kelce was X-rayed and sent to a consultation room, where a dental assistant handed her a treatment plan. Kelce’s gaze stopped on a particular word.

“I could feel the kind of blood run from my face, thinking, “Oh my God. Dentures,” Kelce said.

Kelce recalls the dentist saying she had no real option but to get dentures because she had lost too much bone for implants. She wasn’t sure how she could afford Aspen Dental’s $3,700 bill. But then the office manager signed her up for a “no-interest” credit card through Chase. Relieved, Kelce thought she was getting a bargain.

She came back in late November 2009 to have 13 teeth pulled. But she said the dentist pulled and pulled and couldn’t get all the teeth out, breaking one at the root. Kelce wondered if so much bone was gone, why the teeth weren’t coming out easily. After three hours, the dentist still had six teeth to pull but said she could do no more because she had already given Kelce the maximum dose of Novocain.

Aspen Dental sent Kelce to one of its former dentists who could see her that evening. Dr. Jessica Lawson looked at Kelce’s teeth and concluded that they didn’t all need to be pulled. But she finished the work so Kelce could wear her dentures. Kelce said Lawson suggested that Kelce report the incident to the Iowa Dental Board. Lawson herself wrote a letter to the board.

“Having worked at Aspen Dental myself for a short period of time, I am well aware of the type of care that can potentiate, especially if the doctor isn’t firm with the office manager and regional managers in providing the standard of care that he/she is use to, instead of producing the numbers that Aspen requests and expects,” Lawson wrote.

The dentist at Aspen Dental, did not return phone calls for comment. But she gave a different account of Kelce’s treatment in her notes. She said she suggested alternatives but that Kelce “insisted on dentures and full upper extractions even though (six upper teeth) can be saved.” She added that four of those teeth might not last forever.

Kelce, who is now suing for malpractice, said the dentist never told her any of her teeth could be saved.

“Who in their right mind would let them pull my teeth if they didn’t need to?” she asked.

Dr. Gerald Marlin, a Washington DC prosthodontist who specializes in replacing teeth, looked at Kelce’s X-rays at the request of CPI and FRONTLINE. He drew a red line along the bone and said Kelce had plenty of bone to save seven of her upper teeth.

Marlin came up with seven treatment options for Kelce, in most cases replacing her teeth with a bridge or partial denture. He said dentures should only be a last resort. They don’t adhere well and affect a person’s ability to speak and eat. Partial dentures are not only cheaper but they fit securely, anchored by the remaining teeth.

The dental board dropped the case and won’t discuss it, citing confidentiality laws. Coincidentally, that same month the dental board issued a press release, saying, “The Board has seen an increase in complaints in connection with corporate dental practices. The types of complaints include both continuity of care issues and issues related to the business aspects of the practice.”

Corporate dental chains are barely regulated in most states, especially if they don’t accept Medicaid patients. State dental boards typically don’t have any power over corporations.

Lili Reitz, executive director of the Ohio State Dental Board, said last year a quarter of her complaints — or 140 — were against dentists at corporate chains. Yet she has little authority to take action against the companies. Instead, her power comes from having control over the licenses of individual dentists.

It’s common for Reitz to get complaints that private dentists are trying to do unnecessary care, such as putting fillings on cavities that other dentists don’t see. Still, Reitz says the pressures on dentists at corporate dental practices seem more intense.

“I think quotas and how many patients need to be seen a day definitely have an adverse effect on the quality of care,” Reitz said. “What’s frustrating for us is to go dentist by dentist by dentist. By the time we get there, they’re not there anymore” because corporate chains have high turnover rates.

Reitz says dentists tend to stop doing needless treatments after leaving a corporate dental chain, so she considers the problem solved and takes no formal action.

State attorneys general can take action under consumer laws if a dental chain deceives patients. The Pennsylvania Attorney General sued Aspen Dental in 2010, alleging that Aspen Dental advertised “free” exams but still charges patients with insurance. The state also alleged that Aspen Dental failed to reveal that the “no-interest” credit cards it pushes have steep penalties — 29.9 percent interest on the entire amount of the original loan — if a patient misses payments. Aspen Dental settled, paying $175,000 in restitution without admitting wrongdoing.

Dental malpractice cases are relatively rare, attorneys say, because they are expensive to pursue and usually don’t offer big payouts.

Consumer sites on the Internet are full of complaints about Aspen Dental. Fontana acknowledges that the company counted 1,000 complaints posted from 2006 to 2010. But he said Aspen Dental treats 12,000 patients a day, so the number of complaints is relatively small. Aspen Dental has an employee who now responds to the complaints.

Two former dentists at Aspen Dental said Donna Kelce’s story is not surprising. Neither would allow their names to be used because they’d signed confidentiality agreements and feared being sued. But one admitted that he himself pulled teeth that he didn’t think needed to be pulled. It would happen when another Aspen dentist had written the treatment plan and said the patient had insisted on dentures.

He recently left Aspen Dental, saying, “I couldn’t do it anymore … They spend most of their time trying to talk people out of their teeth.”

Fontana dismissed complaints by former employees, saying all companies have disgruntled workers.

Aspen Dental is a pioneer among corporate dental chains. Fontana considered becoming a dentist when he graduated business school in 1991, but decided instead to apply his business knowledge from working in a group dental practice, imagining ways of tapping into the market of people who never go to a dentist.

In 1998, he founded Aspen Dental Management. After five years, the company had opened 50 offices and had drawn the interest of private-equity firms. Capital Resources Partners of Boston invested $18.7 million in Aspen Dental in 2004. The Los Angeles firm Leonard Green & Associates bought the company in 2010 for just under $550 million.

Fontana says private-equity firms want out of a business after about five years, and the key to a big payoff is growth. Aspen Dental opens a new office nearly every week, creating a drag on profits, according to a recent report by Moody’s. Last year, the company made more than $500 million in revenue but had a pretax profit of only $12 million.

The company meticulously tracks revenue targets for each office. Yet Fontana said those targets don’t apply to dentists.

“I think it’s important to keep in mind again, that the dentists don’t have these goals,” he said. “They just don’t have them. They don’t exist.”

But even an Aspen Dental video on the company’s Web site recruits dentists by saying, “Compensation for associate dentists includes an annual salary plus bonus opportunity that increases as key targets are met.”

The video even gives a glimpse of the revenue targets for an office in Springfield, Mass. A multicolored spreadsheet titled “My Practice Metrics” shows that “dentistry” billings for November 2009 were 243 percent above “budget.” The image shows there are also revenue targets for cleanings and dentures.

The scrutiny dentists are under at Aspen Dental is clear in a report that Fontana called the “game tape.” It’s a monthly performance measure sent to office managers. CPI and FRONTLINE obtained one of these confidential reports for an office in Owensboro, Ky. It shows that in February, the office had billed $270,000 so far this year, $35,000 above its target.

The document shows that Aspen Dental also scrutinizes the billings of its dentists. The lead dentist in Owensboro was billing an average of $5,206 a day, earning him praise from the regional director, who wrote “Showing great trends for this month.” But the tape also compared the dentist to top producing dentists, and in that regard, he fell nearly $1,000 short each day.

Heather Haynes, who managed an Aspen Dental office in Joliet, Illinois, said that office managers who didn’t hit their targets consistently were likely to be fired. She said that’s in fact what happened to her. Haynes said dentists and hygienists, the office’s revenue makers, faced the same pressures.

Aspen Dental invited CPI and FRONTLINE to a new office in Warsaw, Ind., to show how badly needed its services are. Warsaw, a town of about 13,500, has only six private dentists. Aspen Dental opened an office there after a dentist noticed how many people from Warsaw were driving an hour to Fort Wayne for dental appointments.

Ted Collins, a 47-year-old truck driver, walked into the office that day with an excruciating toothache.“I have to use ice packs at times to keep it frozen so I can get some sleep,” Collins said.

He hadn’t been to a dentist in ten years and came in because of the free X-rays. Two of his teeth were abscessed, an infection that can spread and in rare cases even become fatal. The office gave him a comprehensive exam and found he needed dentures.

Dr. Kurt Losier, the owner of the practice, wiggled several of Collins teeth and showed on the X-ray that his bone had receded dramatically. Losier suggested Collins get the dentures with the longest warranty, which are also the most expensive dentures. Collins couldn’t afford the treatment plan, which came to $7,000. So the office manager tried to sign him up for a credit card. He was rejected.

Patients at Aspen Dental are turned away every day because they cannot afford the treatment, Losier said. To avoid that, the office will trim the treatment plan down. But even that often doesn’t work.

Losier vowed no matter what, he would take care of Collins’ abscessed teeth. Ultimately Collins said a friend gave him the money for the dentures.

Haynes, the former office manager, said she lost sleep at night worried about whether the sales tactics Aspen Dental taught her were ethical. She said she trusted the dentists she worked with. But she was so skeptical of the expensive deep-cleanings sold to so many patients that she herself refused to get one after she was examined in her own office.

Lance Dykes, who managed an office in in Tennessee, said he felt like he was being forced to take advantage of people by selling them treatments he suspected they didn’t really need. He finally quit one day when he says he had to sell a $12,000 treatment plan to an elderly couple who seemed confused.

Dykes said the man looked him in the eye and asked if he had to decide right then. Dykes said no. Go home and think about it. This broke the rules taught in training for closing the deal, which he says, include getting the patient to commit before they walk out.

In December 2008, Sarah Keckler went to an Aspen Dental in Mechanicsburg, Penn., just to get her teeth cleaned. After a long wait, the dentist said the 20-year-old had three cavities and also needed to have her wisdom teeth pulled. She also said Keckler might have oral cancer.

Keckler, who now lives near Washington D.C., recalls the woman talking so loudly that it seemed the whole office could hear. “She was giving this massive disaster scenario. I didn’t believe a thing that she said.”

Keckler went to her dentist regularly, the last time just six months earlier. But a change in her insurance forced her to switch dentists. As she was wondering how she was going to get out of this, the office manager handed her an estimated bill for a little more than $600. Keckler said the manager encouraged her to sign and even to enroll for a special credit card to pay for it all up front.

Angered by what she considered a hard sell, Keckler got up and left and went back to her family dentist. He found no cavities, no need to pull her wisdom teeth and no oral cancer.

Aspen Dental reviewed Keckler’s files and says she was appropriately diagnosed and that other dentists would agree. However, in an interview, Aspen Dental’s Arwinder Judge, the vice president of clinical support, acknowledged that the surface cavities don’t show up in Keckler’s X-rays. The company is relying on the dentist’s notes to support its diagnosis.

Last February, Dr. David Schneider, a dentist in Chevy Chase, Md., examined Keckler and her X-rays at the request of CPI and FRONTLINE. He said there were no cavities, no need to pull her wisdom teeth and no signs of oral cancer.