Strategic Plan: 2013 - 2018

Strategic Plan: 2013 - 2018

Vision

The vision for the School of Dentistry is to sustain and further develop the unit as a nationally recognized top tier School of Dentistry. This recognition and status will be achieved through programs that are excellent in their outcomes and focused in their scope. Inherent in the vision is a commitment to research and scholarship in its many forms including: discovery, service, application, and integration.

  • We will select students that represent a cross-section of society with a commitment to diversity.
  • We will embrace candidates who aspire to excel in their personal and professional life.
  • We will educate students to be clinically competent and mature critical thinkers.
  • We will work to ensure that our students become responsible informed and engaged citizens who will become involved in the cultural, social, and economic aspects of their communities.
  • We will prepare students for leadership roles in the emerging knowledge economy.

Core Values

The ULSD is committed to the University’s core values:

Excellence-Learning-Community-Diversity-Integrity-Respect-Responsibility-Discovery

Strategic Opportunities

  1. Explore KentuckyOne and other Health Sciences partnerships to establish and enrich prevention and wellness programs that ensure oral health as an integral component of systemic health improvement and wellness.
  2. Restructure comprehensive oral health delivery at ULSD to be patient centered. Establish an oral health home that is team based and collectively engages all participants in a humanistic environment.
  3. Utilize the University’s ongoing Ideas to Action (i2a) initiative, to promote critical thinking and foster self-directed student learning. Explore opportunities for inter-professional education and clinical services with KentuckyOne and other Health Sciences programs and foster a healthcare delivery system that promotes safe, patient-centered and community/population oriented care.
  4. Promote interdisciplinary collaborations to integrate and align ULSD research programs with other areas of excellence to increase basic discovery which are predictive for ensuring health and wellness.
  5. Utilize international collaborations, partnerships and exchange programs to foster a global approach for the enrichment and expansion of dental education.
  6. Explore opportunities for students to study the delivery of oral care to diverse cultures and gain an awareness of societal oral health needs.

Goals

Goal 1: Expand and enhance curricula in new and emerging areas

Measures

  1. Successful accreditation of all programs (DMD, DH, postgraduate)
  2. First time pass rate on clinical competency examinations (DMD, DH)
  3. First time pass rate on licensing exams (DMD, DH)
  4. First time pass rate on National Board Examinations/specialty boards
  5. Focus group interviews to evaluate student/resident satisfaction in the scope and quality of education
  6. Students express confidence in achieving clinical competencies upon graduation (competency survey)
  7. Student/resident satisfaction (exit interviews)
  8. Alumni periodic surveys
  9. Clock hours in evidence-based practice and critical thinking/active learning
StrategiesApproachesResponsible Individuals/GroupsTimeline

Enhance an effective curriculum in all programs

Regular review and assessment of curriculum to guide effective continuous improvement

Standardize all full and part-time faculty

Implement action plan to correct weaknesses if NBDE/licensing pass rates fall below threshold

Be responsive to student concerns and provide appropriate intervention in a timely manner

Implement action plan to assess and correct perceived weaknesses if scores on exit surveys fall below threshold

Academic Affairs, Curriculum Committee (DMD, DH), Graduate Program Directors

July 2013-2018

Develop and maintain excellence in teaching

Foster faculty development

Increase web accessibility of instructional information for faculty

Review new instructional methodologies for their potential contribution

Academic Affairs, Continuing Education, Dental Hygiene Program Director, Graduate Program Directors

July 2013-2018

Develop social responsibility and awareness of societal oral health needs

Provide curricular and ethical oversight to fortify student participation in international service learning experiences

Increase clinical inter-professional collaboration between nurse practitioners, dental hygiene, dental students and postgraduate students

Explore additional community based experiences

Academic Affairs, Dental Hygiene Program Director, Graduate Program Directors

July 2013-2018

Assist students in developing the ability to think independently and critically

Require students to prepare and execute their own professional development plans

Require students to develop their own clinical competency statements

Academic Affairs, Group Managers, Dental Hygiene Program Director, Graduate Program Directors

July 2013-2018

Goal 2: Promote a patient-centered clinical enterprise that allows students to gain competency as entry-level oral health care professionals, and employs measures to improve quality in the delivery of oral health care

Measures

  • Quality Assurance/Standards of Care reports
  • Quality improvement projects initiated by the Clinical Operations and Patient Care (COPC) committee
  • Patient advisory panel feedback
  • Patient satisfaction with delivery of care (patient surveys)
  • Pass rate on clinical competency examinations
  • Pass rate on licensure examinations
  • Student progress towards competency (Reports by specialty area)
  • Quarterly progress reports from the Manager of Informatics on information technology infrastructure to support patient care, student assessment, financial reporting, and quality improvement
StrategiesApproachesResponsible Individuals/GroupsTimeline

Function as a comprehensive, patient-centered care facility

Provide each patient with knowledge of their rights and responsibilities including the right to culturally competent, respectful and confidential treatment

Provide patients with a comprehensive treatment plan including care to be provided in general dentistry and specialty areas, with access to knowledge and information regarding recommended treatment with documented informed consent

Provide patients with advance knowledge of cost of care and knowledge of financial expectations and payment

Manage patient scheduling based on the patient’s treatment plan

Form a patient (consumer) advisory panel to provide feedback on delivery of patient-centered care

Develop service delivery and educational opportunities for emerging patient needs and interdisciplinary care

Develop a marketing and admissions process for targeting patients that would benefit from care in ULSD clinics

Clinical Affairs, Administration and Finance, Patient Services, Group Managers, Dental Hygiene and Postgraduate Program Directors

July 2013-2018

Provide an educational environment that promotes patient centered-care and student clinical competence

Streamline program protocols for assignment and first appointment in DMD, DH, Postgraduate, and Faculty Practice clinics

Assign patients based on their needs and the skill, knowledge and judgment level of the student (DMD, DH, Postgraduate)

Develop axiUm based student assessment tools for monitoring progress towards competency in the areas of:

  • knowledge, skills, and judgment
  • cultural competence
  • professionalism and ethics
  • evidence based practice and critical thinking

Implement an axiUm simulation database to monitor progress towards clinical competency using non-patient based cases

Develop additional methods to assess global, clinical competency and readiness for general practice

Form faculty teams in each group to function as an expert panel for evaluating student progress towards competency

Clinical Affairs, Dental Informatics, Group Managers, General Dentistry and Oral Medicine Faculty, Specialty Coordinators, Dental Hygiene and Postgraduate Program Directors

July 2013-2018

Maintain a quality improvement program for patient care

Continually assess processes and protocols for performance measures of patient care (Standards of Care)

Report outcomes measures to improve quality and efficiency of oral health care

Develop improvement projects based on quality assurance outcomes

Solicit patient input via patient advisory board and patient surveys

Establish a protocol for review and resolution of sentinel cases and reduction in risk

Monitor and continually assess performance measures and outcomes

Clinical Affairs, COPC Committee, Dental Informatics

July 2013-2018

Invest in an information technology infrastructure to support patient care, student assessment, financial reporting, and quality improvement

Develop axiUm based student assessment tools for monitoring progress towards competency

Purchase and implement FacultyAccess web-based program to facilitate patient care and student clinical assessment and evaluation

Develop timely reports to monitor:

  • unapproved procedures and missing patient care documentation
  • performance measures of patient care
  • student progress towards competency
  • financial status of the clinical enterprise

Develop an axiUm simulation database to monitor progress towards clinical competency using non-patient based cases

Develop an axiUm training database to facilitate faculty, staff, and students in gaining proficiency in the use of the EHR

Provide secure, remote access to EHR to facilitate student and faculty clinical patient management

Assess IT staffing needs to maintain infrastructure to support web-based applications and axiUm documentation and reporting of patient care and educational outcomes

Clinical Affairs, Predoctoral Education (Academic Affairs), Administration and Finance, Dental Informatics

July 2013-2018

Goal 3: Support and enhance a diverse, humanistic learning and work environment

Measures

  • Offers of admission will be made to a diverse cross-section of qualified applicants
  • High percentage of admitted students will be retained
  • Assessments will validate humanistic culture
  • Student complaints will be addressed efficiently and satisfactorily
  • Assessment of staff hiring and training protocol will reflect ULSD values
  • Develop minimum staff training standards for patient-centered care
  • Develop minimum staff competency evaluations for patient- centered care
  • Offers of employment will be made to a diverse cross-section of qualified faculty applicants
  • Offers of employment will be made to a divers cross-section of qualified staff
  • Faculty development courses on humanistic culture, sensitivity awareness and contemporary teaching will be offered and attended by all faculty
  • Student forums with administration will be offered regularly
StrategiesApproachesResponsible Individuals/GroupsTimeline

Recruit and retain high caliber students to include representative diversity in gender, ethnicity and culture

Support recruitment programs for pre-dental students (PEPP, MCAT/DAT and SMDEP)

Build collaborative recruitment initiatives with other Health Sciences Schools

Update and implement a comprehensive recruitment plan which includes a diversity recruitment plan

Continually assess admissions policies and procedures

Assistant Dean for Student Affairs, DMD Admissions Committee, DMD Admissions Advisory Committee, Minority Recruitment Coordinator

July 2013-continuing

Develop and support programs that promote humanistic culture

Develop and implement a system for addressing student complaints

Support student organizations- especially for underrepresented populations

Conduct regularly scheduled and widely publicized student forums with administration

Offer faculty development that addresses cultural competence, sensitivity awareness to gender, race, etc. and contemporary teaching techniques

Dean, Associate Dean for Academic Affairs, Assistant Dean for Student Affairs

July 2013- 2018

Recruit, retain and nurture a vital, diverse and collegial faculty and staff

Advertise and solicit applications from well-qualified faculty from diverse backgrounds

Create search committees that include faculty from underrepresented groups

Review and revise job descriptions to include skills and attitudes that are compatible with ULSD goals

Work with HR to improve faculty and staff morale

Assistant Dean for Administration, Associate Dean for Academic Affairs, Associate Dean for Clinical Affairs, Human Resources

June 2013- 2018

Utilize international collaborations, partnerships and exchange programs to foster a global approach for the enrichment and expansion of dental education

Designate an International Service Learning and Mission Outreach Director

Establish guidelines, educational goals and outcomes for students participating in service learning programs

Collaborate with international dental education institutions to provide opportunities for students to study the delivery of oral care in other countries

Dean, Associate Deans

January 2013- July 2018

Goal 4: Promote a school-wide climate of professional development that values research, teaching and service

Measures

  • Professional development activities aimed at increased awareness of strategic goals will be offered
  • Legislative monitor will be appointed
  • Additional inter-professional experiences will be explored
  • One or more specialized research themes will be selected
  • Online CE courses will be offered
StrategiesApproachesResponsible Individuals/GroupsTimeline

Develop activities to promote understanding of and support for strategic departmental and school-wide goals

Develop activities for faculty that contribute to personal and professional development as well as ULSD’s strategic goals

Encourage staff development to promote understanding of and support for departmental and school-wide goals

Support training and activities that enhance the humanistic culture at ULSD

Support faculty and develop activities that help bridge the gap between basic science and clinical dentistry

Associate Dean for Administration, Associate Dean for Academic Affairs, Associate Dean Clinical Affairs, Associate Dean for Postgraduate Education, Department Chairs

July 2013-continuing

Continuously monitor and act on national healthcare policy changes that influence the dental school’s strategic plans

Assign responsibility for monitoring federal, state and local legislation that affects dental schools

Explore opportunities and make contingency plans for highly anticipated changes (mid-level providers, funding, etc.)

Dean

July 2013- 2018

Plan and support inter-professional education

Promote inter-professional education opportunities through interdepartmental training and staffing

Seek opportunities to partner with other units and external agencies in the educational, research, clinical and service projects

Study current trends and funding for inter-professional education and act when appropriate for ULSD

Associate Dean for Academic Affairs, Associate Dean for Clinical Affairs, Curriculum Committee Chair, Director of Community Engagement

July 2013-2018

Become a nationally and internationally recognized leader in various types of continuing education that utilizes our state-of-the-art technology

Offer fellowships, certificate programs and other types of broad exposure continuing education to promote research and to recruit new talent to ULSD

Expand online and distance education programs

Dean, Associate Dean for Research and Enterprise, Director of Continuing Education

July 2013-2018

Goal 5: Enhance and develop scholarship and research

Measures

  • Total grant expenditures
  • Number of peer reviewed publications, book chapters, books edited
  • Invited seminars and presentations at national/international conferences
  • Retention of research faculty
  • Participation of students in summer research program
  • Number of students enrolled in graduate academic programs
  • Student papers/presentations arising from all programs
  • Gifts directed to support of ULSD research programs
  • Placement of ULSD trained students and postdocs
StrategiesApproachesResponsible Individuals/GroupsTimeline

Promote the ULSD research enterprise and support areas of research with the potential to attract national prominence

Recruit outstanding faculty with expertise that complements the existing research strengths of ULSD and the areas of research excellence that exist across the Health Sciences Center campus. Targeted recruitment of senior clinical faculty with a research background to increase research and scholarship in the clinical departments.

Establish a strong and pro-active faculty retention policy along with a defined mechanism for bridge funding faculty who have had a grant expire

Increase support to upgrade and maintain the research infrastructure at ULSD

Department Chairs, Associate Dean for Research and Enterprise

July 2013-2018

Promote scholarship and research activities among the Clinical Departments and foster increased collaboration between the basic and clinical sciences

Provide better lines of communication between basic science and clinical Faculty within the School and with outside groups (e.g., CE credits for seminar series)

Establish a clear policy for clinic release time and methods to assess scholarship activities arising from this time

Provide stronger mentoring and training (e.g., research/grant writing training) to Faculty who wish to become involved in research

Associate Dean for Research and Enterprise, Research Committee, Department Chairs

July 2013-2018

Create and maintain sufficient time in the curriculum to allow student research

Explore approaches to re-structure the curriculum to protect time for students to conduct meaningful research

Curriculum Committee, Research Group Directors, Associate Dean for Research and Enterprise

July 2013-2018

Promote and maintain strong academic programs that emphasize research as a required component

Formalize the interdisciplinary Ph.D. and continue to recruit outstanding students into this and the dual degree programs

Maintain a strong research emphasis in the MSOB and MSD programs

Continue to recruit and train graduate students and postdoctoral fellows in ULSD labs

Graduate Program Directors, Assistant Dean for Postgraduate Education

July 2013-2018

Raise the profile of the research efforts and accomplishments at ULSD among alumni, students and the public

Develop the research web page as a portal to promote awareness of ULSD research activities and accomplishments

Expand efforts with Communications and Marketing to disseminate research accomplishments

Increase communication with the Development Office to promote research and disseminate research accomplishments to potential donors and alumni as a means of generating gifts to support research efforts at ULSD

Development Office, Alumni Affairs, Research Faculty

July 2013-2018

Goal 6: Provide an environment in the advanced education programs that produces comprehensively trained health care professionals

Measures

  • Successful completion of accreditation process in 2014 for advanced education programs in endodontic, general practice, orthodontics, pediatric dentistry, periodontics, and prosthodontics
  • Successful completion of accreditation process for the advanced education program in oral and maxillofacial surgery at their next site visit
  • Number of graduates who receive Master of Science in Dentistry
  • Number of graduates who publish journal articles based on MSD research projects
  • Number of alumni who successfully challenge specialty board examinations
  • Number of faculty participating in the advanced education programs that currently hold national leadership roles in specialty organizations, general dental groups, and in ADEA to establish a baseline of participation
  • Survey faculty in advanced education programs to identify barriers to participation in national leadership roles in these organizations
  • Track implementation of new treatment planning protocols in conjunction with the Discipline Coordinator for Treatment Planning to ensure full participation of advanced education programs; track goals and outcomes of specialty program rotations for DMD, evaluate and make recommendations for needed changes to advanced education programs
StrategiesApproachesResponsible Individuals/GroupsTimeline

Maintain nationally recognized advanced educational programs

Review credentials for faculty hires for all advanced education programs

Establish systems to support the Graduate Program Directors in monitoring and managing the financial status of their programs

Continually review curricula for all advanced education programs

Review and assess admissions policies for advanced education programs

Associate Dean for Postgraduate Education, Graduate Program Directors, Assistant Dean for Finance, PAAC

July 2013-ongoing

Encourage appropriate research, professional experiences and mentorship for graduate students/residents who express interest in academic careers in dentistry

Survey graduate students/residents to identify those with interest in academic careers in dentistry

Track graduate student/resident’s current participation in teaching in the DMD program to establish a benchmark for comparison over time

Associate Dean for Postgraduate Education, Graduate Program Directors, Director of MS Oral Biology

July 2013-continuous and ongoing

Promote evidence-based clinical approaches and research efforts to fulfill the requirements for the Master of Science in Dentistry

Develop guidelines for selection of research projects suitable for fulfillment of Master of Science in Dentistry requirements

Associate Dean for Postgraduate Education, Graduate Program Directors, Director of MS Oral Biology, PAAC

July 2013-continuous and ongoing

Encourage faculty to pursue national leadership roles in specialty organizations, general dental groups and in the American Dental Education Association, especially on councils supporting patient care policy and standards

Explore new funding sources for faculty to support travel to national and international meetings

Establish protocols for support for faculty who need release time from their regular duties

Explore alternative funding sources for payment of membership costs in appropriate organizations for faculty

Associate Dean for Postgraduate Education, Graduate Program Directors

July 2013-continuous and ongoing

Promote collaboration in patient-centered care among the advanced education, dental hygiene, and pre-doctoral dental educational programs

Continue to provide consultations, treatment plans, and appropriate patient care to support the general dental and dental hygiene programs

Refine existing protocols for referrals of patients from the DMD program for consultation and treatment in the advanced education programs

Implement new treatment planning protocols in conjunction with the DMD clinical program

Facilitate communication between DMD and specialty programs through full implementation of axiUm in all advanced education programs

Continue development of meaningful rotational activities including goals and objectives for DMD and dental hygiene students in all specialty program

Associate Dean for Postgraduate Education, Graduate Program Directors, Associate Dean for Clinical Affairs, Director of Dental Hygiene Program

July 2013-continuous and ongoing

Goal 7: Diversify and develop revenues to ensure resources to sustain and enhance the mission of the school

Measures

  • Annual tracking of total revenues by source
  • Clinical income revenue per student FTE
  • Annual tracking of school expense
  • Total revenue/faculty FTE
  • Tuition and fee revenue per student FTE
  • State revenue per student FTE
  • Percent alumni participation in annual fund giving
  • Annual philanthropy (gifts, pledges, in-kind support)
  • Dollar value of unmet needs/outstanding resources
StrategiesApproachesResponsible Individuals/GroupsTimeline

Increase clinical revenues by expanding the patient population

Expand inter-professional clinical services with Pediatrics, Medical Transplant Services and the Nurse Practitioner program

Associate Dean for Clinical Affairs, Program Directors

July 2013 continuing

Reduce bureaucracy, streamline administrative processes, to improve operational efficiency

Utilize collective purchasing to foster savings

Refine business office operations to a completely paperless operation

Dean, Assistant Dean for Finance

July 2013-2018

Increase gifts and endowments to the school

Develop relationships that lead to successful partnerships with corporations/foundations and promote planned giving by alumni and friends

Dean, Development Director

July 2013-2018

Increase revenues derived from off-site programs, and online continuing education courses

Explore a viable business plan for expanding off-site partnerships with KentuckyOne and other community hospitals

Expand an online continuing education program

Dean, Associate Dean for Clinical Affairs, Assistant Dean for Finance, Director of Continuing Education

July 2013-2018