The University of Sydney School of Dentistry - Overarching Strategic Goals and Objectives 2018-22
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The University of Sydney School of Dentistry Overarching Strategic Goals and Objectives 2018-22
Contents Introduction 1 Our Commitment 4 Current Environment and Opportunities 6 Our Strategic Goals and Objectives 8
The University of Sydney
School of Dentistry
Overarching Strategic Goals
and Objectives 2018-2022
March 2018
Introduction
Introduction
Sydney Dental School’s Strategic Goals and
Objectives are designed to build on the past
and to set a roadmap for dentistry over the next
three to five years. This period will see significant
change as the health disciplines are redesigned.
Overarching Strategic Goals and Objectives 2018-22
This document has been written in line with the
University’s Strategic Plan 2016-20.
This is a working document, the successful
implementation of its intent will only be possible
with ongoing open, purposeful conversation, clear
sponsorship, appropriate advocacy and committed
individual action and support.
Open, respectful dialogue will form the backbone
of Sydney Dental School’s culture and the work
done. This will promote both individual and
collective interest.
Page 3Our Commitment Our Mission
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At Sydney Dental School we
Our Vision
engender in each and every
member of staff a commitment
to each other’s individual
and collective successes by
providing purpose, direction, Our Values
encouragement, reward for
effort and the necessary
support. This collective
approach is essential for us to
develop priorities, timelines and
the required resources for a Our overarching strategic
The University of Sydney School of Dentistry
goals for 2018-22 are:
cohesive and coherent strategy.
The following mission, vision,
values and strategic goals
and objectives underpin
these commitments:
Page 4‘Putting the Mouth into Health’, through the discovery of new
knowledge translated into practice, education of the profession
and leadership in public discourse.
We optimise health and well-being through integrated
academic activities.
Our Commitment
We help each other thrive and reach our full potential through our values of mutual
respect, personal dignity, diversity, inclusivity, cultural sensitivity, fairness, and
responsibility for both personal and communal outcomes. We will endeavour to work
as a community of innovators in a coherent and cohesive way.
Overarching Strategic Goals and Objectives 2018-22
Goal 1: Goal 2: Goal 3:
Culture and Values Distinctive Research Excellence
To be recognised for Sydney Education To be recognised as a
helping each other To be recognised, leading centre for dental
thrive and reach our full through graduates with research in our quest
potential through our the skills, values and to improve health and
commitment to service, knowledge as outstanding well-being, with a robust
diversity, inclusivity, contributors to improving integrated platform of
equity, and responsibility: health and well-being. fundamental, translational
fostering cohesion A place where students and clinical research.
through the creation of feel welcomed, valued, A place where individual
cooperative and enduring challenged and, through and collective thinking
relationships. A place contribution, can learn to and effort is blended to
where people feel valued be great practitioners and achieve greater outcomes.
and can add value and are researchers with a focus
responsible for acting in on engaged enquiry.
the best interest of others.
Page 5Current Environment and Opportunities
sydney.edu.au
The mission, vision, values and strategic A focus on student success will require an
goals have been developed to counter a emphasis beyond technical training into
general tendency in the broader health areas that prepare students for the complex
domain of separating dentistry from world of 21st century dental practice – new
‘mainstream’ health and medical care and to technology, new information systems and the
improve our global ranking both in research development of ongoing education will help
and education. achieve this.
The Sydney Dental School is an important
contributor in the local and global world of Our research will continue
health care and well-being - a key provider to focus on solving real
of skilled researchers and research informed
dental practitioners. world issues in tackling oral
diseases to reduce general
The Sydney Dental School has been firmly
embedded at the University of Sydney for health issues. Research
over 100 years. We are the only dental school efforts will focus on refining
in Sydney where the population exceeds
5 million, however we also outreach beyond existing skills and finding
the metropolitan area into regional and
new talent to complement
rural NSW. Our academic activities consist
of integrated clinical service, research and existing capabilities with
The University of Sydney School of Dentistry
education. Sydney Dental School provides
in excess of 500,000 hours of direct patient
the aim of contributing to
care to the most marginalised groups in the local and global dental
our communities.
research agenda.
This model of service, experiential learning
and translational research provides the
framework for substantial improvement of Working better together will be an essential
health and well-being in the communities in requirement for success. Good systems,
which we serve. Dentistry graduates provide processes and infrastructure will need to
an economic multiplier to our society, as be supported by a culture of constructive
each graduate increases the workforce by relationships that enable more effective
up to 3.5 workers (dental assistants, dental outcomes. In addition, external relationships
technicians, office managers). with the LHDs, Aboriginal Medical Services
and non-profit organisations, like the Poche
With this in mind, it is important that Sydney Centre for Indigenous Health need to be
Dental School positions and promotes its strengthened to build greater understanding
intentions with this mission, within the new and equity.
Faculty of Medicine and Health and at the
same time the greater University, NSW To optimise resource use, Sydney Dental
Health, other stakeholders, like Sydney School leadership will guide staff and ensure
Health Partners and globally. It is also vitally that the right resources and relationships
important that the Sydney Dental School are in place to achieve our goals. ‘Rethinking,
keeps its students and their experiences top relearning, reimagining and recreating’ will be
of mind. The courses offered and the quality encouraged. A concerted effort will be made
of the education students receive will be to develop talent within the Sydney Dental
Page 6
critical to Sydney Dental School’s success. School and to carefully recruit where needed.Current Environment and Opportunities
The work of the Sydney Dental School, both Within the next decade we expect the living
in the research and education spaces, lab will be internationally renowned for new
needs to be in alignment with the University models of research excellence built on a
Faculty Operating Model (FOM) - being partnership approach, to co-create, explore,
mindful of both financial constraints experiment with, and evaluate new ways
and demonstrating value for money. The of doing business in a real-life context. It
centralisation of administrative functions will help bring to life a culture of innovation
will be an opportunity to rethink how through experimentation and evaluation. It
the Sydney Dental School operates, find will foster widespread involvement in change
efficiencies and increase effectiveness amongst the University, the precinct partners
to ensure a stronger focus on our core and the constituencies supported by them.
activities of dental research and education.
Through the living lab, we will meet the needs
Beyond - 2022 of the community today and into the future
by developing a knowledge economy and
Over the next decade, Sydney Dental School facilitating intellectual flexibility, curiosity and
will transform health care in our communities creativity, the ability to work effectively as
by leading the integration of dental and part of a team as well as research, problem
systemic health education, research and solving and communication skills.
clinical service.
Overarching Strategic Goals and Objectives 2018-22
In summary, while respecting past work,
To enable this, the Sydney Dental School the reality of falling rankings requires a shift
will develop a dental living lab in which it in direction. There is a need to recognise
will base most of its activities. This living lab the importance of ‘rethinking, relearning,
will be physically located at Westmead and reimagining and recreating’ what is being
be embedded in the University of Sydney’s done. It is the role of the leadership to
activities at Westmead. Its facilities will include create the culture. A culture where the
clinical research facilities, collaborative zones change required is consultative and
and other work areas to ensure the Dental considers potential non-harmful mobilisation
School is consolidated to one site. Through of staff to face difficult challenges and
this living lab, Sydney Dental School will work exciting opportunities.
closely with precinct partners, the Westmead
Innovation Centre and partners across NSW. The journey toward this future begins
with us building on good foundations and
The living lab is where researchers, pursing the Strategic Goals and Objectives
educators and clinicians will coordinate their that follow.
collaborations with precinct partners, local
authorities, citizens and/or businesses. It
will coordinate its activities with our similar
ventures at Westmead and Camperdown, and
will be a major component of the Westmead
Innovation Centre.
Page 7Our Strategic Goals and Objectives
Strategic Goal 1 - Culture and Values
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To be recognised for helping each other thrive and reach our full potential through
our commitment to service, diversity, inclusivity, equity, and responsibility: fostering
cohesion through the creation of cooperative and enduring relationships. A place where
people feel valued and can add value.
Objectives b) Develop career mentoring support
1. D
evelop ways of identifying and tackling with an emphasis on female staff
issues affecting people’s ability to do engagement and advancement to close
their jobs well. the gender gap.
c) Diversify the international student body.
a) Develop a ‘register’ to capture issues d) R eview the mentoring program
in a transparent way ensuring they are and offer it to all student, e.g. from
addressed in a timely manner. student enrolment to post graduation
b) Utilise the University’s workload (e.g. through CPD).
planning process to ensure work
is shared in an equitable and 4. Provide appropriate education and
transparent manner. development opportunities for staff.
c) Review the processes of how
decisions are made and how best to a) Identify training needs by undertaking
ensure solutions are well-socialised, an audit.
considered, supported/resourced b) Provide opportunities for ongoing
monitored/reported. professional development.
The University of Sydney School of Dentistry
c) Embrace University training
2. E
xpand and improve communications opportunities and facilitate completion
among all constituencies in the Faculty. of such training by all staff members.
a) Develop a cohesive and coherent 5. Develop a program that identifies,
culture despite geographical supports and develops leader talent at
challenges by setting a tone of caring all levels and areas in order to ensure
for each other. there is a steady flow of resources
b) Implement regular town hall meetings for leadership.
that focus on one topic for discussion
- Constituency academic and a) Develop a leadership needs ‘profile’ for
professional staff. the Sydney Dental School.
c) Develop a process to monitor and b) Address the shortage of young academics
review the Sydney Dental School’s by creating a pipeline for clinical
implementation of strategy. academic staff. This may be achieved
d) “ Meet the Dean” meetings with each by emulating the Academic Career
student cohort (DMD, BOH, Postgrad) Track Area of Concentration program
once per semester. pioneered by the School of Dental
Medicine at the University of Pittsburgh.
3. P
rovide a diverse, welcoming and c) Review the model of
supportive environment for students fractional appointments
and staff. (and honorary appointments).
d) E mbrace a diverse and inclusive
a) Review and modify our staff and student approach to bringing new talent into
onboarding processes. the School.
Page 8Our Strategic Goals and Objectives
e) R etrain/reinvigorate performance 8. C
onsolidate the Sydney Dental School
monitoring, assessment and ongoing into the Westmead Precinct.
coaching for all staff supported by
a revised workload policy based on a) Develop activity-based workspace at
input from the University’s Academic 1 Mons Rd. and relocation of G12 staff
Workloads Monitoring Committee. to 1 Mons Rd.
f) P romote a fair, equitable and b) Find final places for new dental clinics
transparent system for the distribution and Faculty operations, e.g. new building,
of teaching workload to ensure that renovation of existing building, or/
substandard performance is identified and be part of Stage 2 of Westmead
and effectively managed. redevelopment which facilitates putting
g) D evelop a process to identify and the mouth into health.
celebrate exceptional performance
and good citizenship and recognise 9. E xpand our capacity to further develop
contributions from the past. our Aboriginal and Torres Strait
h) D evelop a mentoring program that is Islander strategy.
underpinned by diversity and inclusion.
i) Every staff member to be provided with a) Contribute more in Western Sydney (the
one CE course per annum. largest population of Aboriginal and
Torres Strait Islander people in AUS)
Overarching Strategic Goals and Objectives 2018-22
6. Develop succession planning for and drive research.
key positions. b) Request support from other stakeholders
for this strategy.
a) Identify future staffing needs and
key vulnerabilities. 10. D
evelop a Branding Plan.
b) Develop a succession plan for key
positions and provide appropriate a) Develop with University Marketing
development opportunities. and Communications and external
c) Recruit externally where needed. organisations a strategic marketing plan
to attract the most talented students,
7. Upgrade physical spaces and equipment the most philanthropic donors and the
to meet needs of students and staff. most successful academic talent.
a) Upgrade student common rooms and 11. E
stablish a Centre of Excellence.
learning spaces at Westmead and SDH.
b) Enhance Lecture Theatre Level 9, SDH. a) Refine the vision to establish a Centre
c) Establish a Sydney Dental School lounge of Excellence owned/governed by the
or tearoom for socialising and creating a University/Sydney Dental School.
space for informal exchange of scholarly b) Develop a Research, Care and Education
and other ideas (Westmead). Strategy for the Centre.
d) U pgrade simulation clinic including c) Source donors.
more chairs and increased access hours
to create a contemporary simulation
environment embracing digital dentistry
and facilitating better utilisation.
Page 9Strategic Goal 2 - Distinctive Sydney Education
To be recognised, through graduates with the skills, values and knowledge as outstanding
contributors to improving health and well-being. A place where students feel welcome,
valued, challenged and, through contribution, can learn to be great practitioners.
sydney.edu.au
Objectives
1. E
stablish an effective and efficient i) Employ evidence-based education
paperless curriculum. approaches, e.g. eliminate lectures
that lack interactive learning
a) Ensure all clinical assessments are approaches in favour of fewer, but
undertaken electronically via mobile more meaningful student-teacher
devices or/and the NSW Health interactions, embrace technology-
e-record system, Titanium. supported content delivery and move
b) Review all assessments to adopt towards student-centred education.
best practice using central services-
ensure effectiveness and efficiency 2. P
rovide a contemporary education
of all assessments, e.g. elimination of and training program-a curriculum
handwritten essays. that positions us to offer the best oral
c) Collaborate with other schools in the health education and training programs
new Faculty of Medicine and Health to in Australia.
convert to fully electronic assessment,
e.g. Examsoft-style exam delivery. a) Define what we want our graduates to
d) Implement dashboards using modern be competent in based on:
Business Intelligence tools, such as (i) ADC accreditation framework;
Tableau, that allow dental educators (ii) Their readiness for the challenges
to build queries to assess individual of contemporary health care (e.g.
students, groups of students or entire implant dentistry, CAD/CAM, etc.);
cohorts + permit students access (iii) Skills and thinking around future
The University of Sydney School of Dentistry
to all their individual assessments at patient needs who may be
all times. medically compromised, aged or
e) Embrace the vision of an “Education suffering from chronic diseases.
Data Warehouse” to provide a b) Consider pre-requisites to
comprehensive picture of all assist in finding the best and
learners and detailed information brightest students.
on the content of our curricula c) Review current curriculum based on
and assessments. defined competencies and stakeholder
f) Improve the internal processes for engagement, e.g. employers,
handling students who are not meeting new graduates.
progression requirements as early d) During calendar year 2017 revise DMD 1
as possible. curriculum for intake 2019.
g) Develop feedback loops from e) During calendar year 2018 revise DMD
graduates that enable their post- 2 curriculum for intake 2020.
graduation readiness for practice to f) During calendar year 2019 revise DMD
inform current and future curriculum 3 curriculum for intake 2021.
and resource development. g) During calendar year 2020 revise DMD
h) Facilitate educational excellence 4 curriculum for intake 2022.
by improving the patient allocation h) Review current curriculum for BOH,
processes to promote active DClinDent, Grad Dips.
engagement in clinical learning. i) Guide education to encourage
the promotion of dental and
inter-professional teams.
j) Attract the best students by providing:
(i) Excellent patient flow so they get
adequate relevant experiences,
Page 10(ii) Modern and well resourced d) Establish a Clinical Educator
facilities so patients and students Development Program (CEDP).
can take pride and pleasure in e) Establish a research profile and agenda
their environments. that supports education innovation.
(iii) Excellent, trained, knowledgeable
Our Strategic Goals and Objectives
clinical educators to ensure 6. Develop the teaching of digital
an excellent educational dentistry to facilitate the transition to
experience, and professional practice.
(iv) Ample scholarship funding for
research projects. a) Introduce denture CAD/CAM
(e.g., Stoneglass) into the entire
3. D
evelop an innovative one-year, DMD curriculum.
part-time advanced training program b) Establish Stoneglass lab at SDH,
for our graduates and other oral Spring 2017.
health professionals. c) Introduce CAD/CAM for fixed
prosthodontics, e.g. Cerec.
a) Undertake an international analysis d) Expose students to benefits
(e.g. North American AEGD curriculum, of an e-record system by 2018
UK internships) to develop a program (Titanium implementation).
framework in collaboration with e) Introduce practice management to
NSW Health. the curriculum, e.g. managerial tasks,
b) Review current Specialist programs leadership training, finance, practice
and Continuing Education activities to models, etc.
consolidate as appropriate and utilise
expert content. 7. F
urther develop CPD so that it meets
Overarching Strategic Goals and Objectives 2018-22
the needs of the dental and other
4. Improve curriculum content in health communities.
professionalism (goal to develop ethical
practitioners who demonstrate integrity a) Ensure that current successful
and resilience). CE continues.
b) Develop a future program for
a) Integrate a thread of ethics, CE in line with the new faculty’s
professionalism and law into objectives ensuring that Dentistry is
all curricula. well represented.
b) Develop a greater awareness of cultural c) Develop a human resources and
competence and social responsibility human capital plan to support future
in our students. CE requirements.
c) Assess curriculum components d) Create a pathway for public dental
that contribute to this objective, practitioners for career advancement
e.g. communication. - a facilitated pathway into
postgraduate courses.
5. Achieve greater quality assurance of
clinical education. 8. E nable better access to tertiary
dental care.
a) Review clinical education development
opportunities across other University a) Review with NSW Health and other
professional disciplines. stakeholders remuneration and models
b) Establish a continuous improvement of care.
process utilising feedback from b) Develop an effective and sustainable
all stakeholders. model to integrate tertiary education,
c) Conduct an annual review of clinical research and clinical care.
education across School disciplines
and programs.
Page 119. Establish a new state-of-the-art c) Plan for the Life Sciences in context of
simulation learning environment. the projected changes in the Medical
School curriculum, and with reference
a) I dentify adequate funds. to discrete needs of the Sydney Dental
b) Find a location or refurbish existing School’s students.
location until new space can be d) Review internal budget allocation for
sydney.edu.au
allocated. cross-discipline teaching (e.g., oral
c) Integrate CPD, other health disciplines sciences, oral pathology, oral medicine
and NSW Health training into the new and special needs teaching into the BOH
simulation clinic. program).
e) Develop service teaching in science (two
10. Expand the external placement program. oral science units of study for teaching
in the Faculty of Science).
a) Introduce a 5-week mandatory
placement starting with intake 2017. 12. Develop an active educational outreach
b) Plan for 12-week mandatory placement program through the establishment of a
starting with intake 2020 on a rolling Dental Elective Immersion Unit of Study.
basis with the necessary curricular
changes to the 4th year DMD curriculum a) Propose to Academic Board a 3 credit
and respective trickle-down changes to point unit of study for overseas students
prior years. in conjunction with Sydney Global
c) Ensure that no student is isolated Mobility for visiting dental students in
during rural or other placements their third year or above. The goal being
via communication infrastructure to create a pipeline for HDR, income for
that provides pastoral and individual researchers, global presence
educational support. and reputation.
d) Broaden the view by developing b) Address the requests we have for
programs in private metropolitan overseas students to complete an
practices, socially disadvantaged metro elective at the University of Sydney
The University of Sydney School of Dentistry
areas, primary health networks etc. Dental School.
e) Provide general practice-type
experience in year 4 to allow students to 13. R eview postgraduate coursework
emerge as independent practitioners. courses ensuring alignment with
community needs.
11. I ntegrate IPL into the curriculum.
a) Review postgraduate course offerings
a) Collaborate on an action plan with including consideration of the following:
current ADs L&T of all schools within i) Student demand and
the new Faculty of Medicine and Health community need.
and other related disciplines (e.g. social ii) Course delivery flexibility.
work, psychology) to develop innovative iii) Teaching methods.
academic activities to solve pressing iv) Interdisciplinary learning.
health and social well-being problems. v) Course numbers and types
b) Contribute to aspects of Medical, (e.g. advanced learning vs speciality
Nursing and Pharmacy education courses; the establishment of an oral
and draw upon the expertise offered pathology course).
by colleagues who have specialised
knowledge in non-dental areas.
Page 12Strategic Goal 3 - Research Excellence
To be recognised as a leading centre for dental research in our quest to improve health
and wellbeing, with a robust integrated platform of fundamental, translational and clinical
research. A place where individual and collective thinking and effort is blended to achieve
greater outcomes.
Objectives b) Source non-traditional
Our Strategic Goals and Objectives
1. E
nsure that all research effort is funding for research activities
aligned with plans of the University (e.g., industry, philanthropy).
and stakeholders.
4. Develop a research centre that will tackle
a) Establish interdisciplinary the global challenge of chronic disease
research activities. with a deeper understanding of the
b) Maintain a register of research impact of oral health on the whole body.
highlighting University and
stakeholder alignment. a) Define the major research themes and
c) Establish resources to promote and strategic areas aligned to University
acknowledge interdisciplinary research. and NSW Health areas (key platforms
at Westmead: diagnostic sciences;
2. D
efine the evaluation criteria for person centred care; sustainable health)
established research projects and and develop succession plans for key
continue existing research projects linked research thematic areas.
to #puttingthemouthintohealth. b) Exploit the Westmead vision of a “living
laboratory” to facilitate the evolution
a) Develop criteria to evaluate all research of leading health care practitioners
themes’ linkages and collaborations integrated with researchers focused on
within the University and abroad. improving well-being.
Overarching Strategic Goals and Objectives 2018-22
b) I nvestigate all research funding c) Integrate our life scientists into
opportunities and develop a coordinated Westmead initiatives with an initial focus
approach to each identified resource. on science: honours, HDR students and
c) Ensure that all researchers keep their applied medical sciences.
academic profiles up-to-date to reflect
their expertise, skills and ongoing 5. Implement research into health
research projects as the foundation for care delivery.
attracting (1) HDR students, (2) local and
(3) global research collaboration. a) Develop diagnostic, preventive and
d) Revise the HDR proposal template. treatment strategies.
e) Engage with faculty researchers to b) Align clinical guidelines in the context of
identify collaborative opportunities NSW Health priorities.
within the Sydney Dental School, the c) Recruit a Professor and Head of
University and NSW Health. Discipline for Population Oral Health
supported by the MoH.
3. R
eturn to the number 1 position in d) Ensure that population health issues are
research in Australia as defined by the considered in all research initiatives.
Excellence in Research for Australia e) Link activities with the Centre for Oral
framework. Recruit a Chair for Lifespan Health Strategy (NSW Health) to explore
Oral Health. funding opportunities for research of
relevance to NSW.
a) Support communication between f) Strengthen aboriginal oral health related
Sydney Dental School life scientists and research in partnership with the Poche
the broader Westmead community with Centre for Indigenous Health.
a view to maximise benefits drawn from
local scientific resources.
Page 136. Support researchers to align current 9. Develop robust feedback loops and
research projects to contribute to the agile mechanisms for revisions of
overall vision of putting the mouth research activities.
into health.
a) Establish an external advisory
a) Align individual research projects within board consisting of leading global
sydney.edu.au
the Sydney Dental School and build dental researchers.
teams of related research projects. b) Use individual RBG funding as guidepost
b) Propose and schedule a program of for sustainable research success and
collaborative working / information funding/resource/support allocation.
and knowledge sharing opportunities c) Undertake an international analysis of
throughout the year to facilitate research priorities taught at each level
and enable regular scholarly (BOH, DMD, Masters, PhD, DClinDent).
discussion and debate, and sharing of d) Develop the curricular framework.
knowledge through the academic and
student community. 10. E
stablish a Visiting Academic Program.
c) Improve the mentorship/research
school program for researchers and a) Utilise Noel Martin Chair Endowment
HDR students. within financial parameters for the
establishment of a Visiting Noel Martin
7. Embed data science in appropriate areas Chair (VNMC) program.
of research (and education). b) Establish a baseline for short-term
visiting professors to kick-start
a) Intensify collaboration with the Centre collaborative research projects.
for Translational Data Science, Sydney c) Attract a stream of high-calibre VNMCs.
Informatics Hub. d) Establish a standing VNMC Steering
b) Collaborate with NSW Health’s Centre Committee led by the chair of the RC.
for Oral Health Strategy on the new e) Establish successful collaborations with
e-record strategy to harness data VNMCs as measured by established
The University of Sydney School of Dentistry
for research. research metrics.
c) Link Biobank to dental e-record system, f) Establish resources for the continuation
Titanium. of the program.
d) Contribute to national and international g) Review project after three years, to
Big Data projects linking oral health to confirm productive outcomes from the
systemic health. investment made.
8. D
efine and rearrange research support 11. I ntegrate education and research
structures (personnel, infrastructure activities with the core thematic areas of
and governance) for establishing Westmead precinct: diagnostic sciences
sustainable research within the Sydney and technologies; person centred-care
Dental School. and sustainable health.
a) Undertake a needs assessment. a) Ensure there are strong links with the
b) Undertake a gap analysis. hospitals and MRIs.
c) Implement research data management b) Work with the MRIs with genomics,
principles in alignment with University proteomics etc. for diagnosis.
strategy, e.g. eNotebooks, Research c) Enhance the existing capabilities
Data Store (RDS), following established in the diagnostic sciences for all
Research Data Management (RDM) undergraduate and post-graduate
practices, etc. students to provide a solid foundation
d) Create a trial-friendly environment in for future researchers.
collaboration with the LHDs to attract
industry funding.
e) Revise current funding distribution
model to incentivise and support
Page 14
HDR supervision.sydney.edu.au
The University of Sydney
CRICOS 00026A
Sydney Dental School
sydney.edu.au/dentistry
T +61 2 8627 0463
dentistry.dean@sydney.edu.au
Produced by the Sydney Dental School, the University of Sydney, March 2018. The University reserves
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