Process and progress

What

A relevant vision for the school in 2018 and a strategic plan to achieve it; not an operating plan (everything we do and how we do it) but a plan for targeted change, improvement.

Why

Trends in and around the field point to real changes, some already in effect and others that are emerging.  Change is not optional –  the choice is focused, planned change versus chaotic, reactionary change.  We can do anything but we cannot do everything; need to systematically determine where to put our energy, resources and attention.

Who

The School of Dentistry has asked Dr. Jim Schroeder to lead the efforts toward developing a five-year strategic plan, using an inclusive, systems approach, involving stakeholders in the process and recognizing and planning for organizational interrelationships and interdependencies. Dr. Schroeder, a 1976 alumnus, serves as an adjunct professor in the Department of General Practice and president of the consulting group Leadership By Design. Dr. Schroeder’s group will be meeting monthly with the school’s strategic planning committee to outline the critical pieces of the new vision and plan and chart its progress.

The sixteen-person strategic planning committee includes representation from the dental research community, the faculty, school and university administration, students, staff, alumni, patients, the greater dental community, legislators and citizens. The foundation of this process is that stakeholders groups creating the strategic plan will have ownership and the passion to carry it forth.

How

The process involves:

  • Identifying key stakeholder issues, through conversations with targeted groups, web site, email
  • Forming a strategic planning committee that reflects key stakeholder groups
  • Assessing progress on the 2008-2013 plan
  • Reviewing emerging trends in dental education, research and practice, and prioritizing the most significant of these for the region and school
  • Creating a desired vision for the School of Dentistry in 2018
  • Identifying gaps between current status and vision
  • Identifying goals to close identified gaps
  • Identifying the most effective objectives and strategies to achieve the desired goals
  • Identifying meaningful metrics for monitoring plan implementation and effectiveness
  • With constant back and forth between Strategic Planning Committee members and their stakeholder groups

When

The Strategic Planning Committee will meet monthly, once formed, between October 2012 and May 2013, at which time the critical pieces of the plan will be agreed to.