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CHABOT COLLEGE UNIT PLANS2006-2007

Unit Plan NarrativeDUE TO YOUR DEAN OR SUPERVISOR DEOE/’ISER 9, 2005.

Unit: DENTAL HYGIENE

Division or Area to Which You Report:

Author(s) of this Unit Plan:

Date:NOTE If an item does not apply to your unit, you need not answer it. It you are doing program review, attach the paperwork from your program review materials and DO NOT answer items 1 through 6 below.

5. Written Plan for the unit:

ALL UNITS:a. If you have started any Program Review processes, briefly describe your progress at

this point in time.

We have completed the second step in the Program Review Process Timeline. We have submitted the “Rock Proposal” arid the completed “Basic Data Response” questionnaire. See attached Program Review documents.

b. Describe the progress your unit has made in developing Learning Outcomes and assessing them.

Our program has been doing learning outcomes for over 6 years as a requirement set by our accrediting agency. The accrediting agency refers to learning outcomes as “program competencies.” The program competencies are based on the mission, values and goals of the program (see attached Program Competencies). Many of the expectations set forth in these competencies mirror the expectations delineated in the college-wide learning outcomes. For each competency, we must delineate the level at which it is taught, measurable objectives, methods to teach the objectives and measures of evaluating student’s success in achieving or mastering the competency.

The faculty of the DH Program meets yearly. Each instructor completes a worksheet for their courses that identifies the student Learning goals based on the expected outcomes for the course, when each Learning goal is taught, methods used to teach it, and identification of the measures used to evaluate students’ s success in achieving each learning goal. As a group, we evaluate each course to ensure that we. as a facility, are teaching to the levels that we have set. We determine which student learning goals may he overlapping with other courses as well as the sequencing of the learning goals throughout the program.

As part of this process, we also discuss teaching methodologies that hove enhanced our courses. Developing critical thinking skills is an important component of our program, so we also focus on ways to increase the students’ opportunities to practice critical thinking and to apply critical thinking skills to their coursework and to their clinical practice environment.

c. What are your costs/ETES or other cost measures, based on the most current Strategic Cost Management reports? Obtain the most recent copy of this report from your Dean/Supervisor.

The data collected by KH indicated that the dental hygiene program costs the college$447,417. The figures given for the study done by KH utilized data from Fall 2003 and Spring 2004.

Due to factors outside of our program’s control, and/or changes that had not yet been implemented, this figure was inflated a rid has been reduced through inflated in the program.

Factors that led to the inflation of our deficit:• Substitute fees -In Spring of 2004, our program director was on sick leave from April through the

end of the Spring semester. This involved paying for substitutes for 11 hours each week (adding approximately $2000 tu our dollai figure for salaries).

• Lack of an inventory control system-Due to lack of a clinical assistant, the program had no inventory control system for supplies. This system was implemented in Fall of 2004. The supply figure in the KH report was s31,583. (According to the figures provided for that year from our program review data, the actual figure for that year should have been $25,680).

• Lack of collection of WSCH for student rotations to clinical facilities as well as collecting for additional hours spent in clinic doing screenings. We were not collecting WSCH for hours that the students were required to spend doing rotations to outside clinical facilities and to provide dental screenings here on campus.

d. What are your suggestions to save money in your unit?

Program changes implemented to reduce our deficit:• Implementation of an inventory control system-With the implementation of our inventory

control program our actual supply budget for 2004-2005 was $23,364-a cost savings of $8,219 from the KH Figure. For 2005-06, we have budgeted only $20,500 as we have been able to reduce costs even further by working with different vendors.

• Implementation of a billing and collections system-Our administrative assistant, with assistance from our clinical assistant, has instituted a hilling and collection system. This billing and collection system has lead to a significant increase in the revenue that we receive from providing dental hygiene care. KH reported our revenues from services to be 515,000. In the past year. with 5 less students than we currently have, we collected $21,497.75 ($6,497.75 more than projected). For the Fall semester to date, as of 11/29 we have already collected $9262 (surpassing our 2004 figure for fall by almost $2000). We have projected that we will collect a minimum of $25,000 for 2005-06.

e. What are your suggestions to acquire new, more and/or extra money for your limit in this item, include only monies you are planning to obtain from outside of the general fund

. • Development/Implementation of DH 500 courses-We now have zero unit DH 500 courses that

capture the hours that the students spend doing rotations and screenings. For Spring of 2005, 2077 additional hours of student attendance was collected-an increase of 3.95 FTES

• “institutionalized DH Orientation—DH program has required students to attend three orientation sessions. The first orientation is for the new students in the fall with the other two orientations being for the second year students with one in fall and one in the spring. Beginning Fall 2005, we have added three 0.5 unit orientation courses.

• Development/Implementation of DH Lab course- “Students have been seeking additional contact hours for various DH courses. To increase student success and to meet the needs of the students, we have added two 1.0 unit lab classes and two 0.5 unit lab classes. All but one of the labs is being taught by adjunct faculty to minimize FTFE.

• Accept an additional 6 students per year starting Fall of 2006-This will lead to an 11.7 increase in FTES for 2006-2007. For the school year 2007-2008, due to the program having two

classes at 24 each, there would be an additional increase in FTES. As was stated above, the additional students would not lead to an increase in faculty loads.

• Develop a Continuing Education Program-Currently, all dental hygienists coming into California are required to take a course to be certified in “Expanded Functions (local anesthetic delivery, nitrous…).” There are only two programs in the State for these hygienists, one in Sacramento and one in Los Angeles. The courses cost $3,000 dollars for a weekend. We would like to begin to offer the courses at Chabot. We would he able to accommodate only 14 students per course due to our clinical facility having only 14 chairs. Revenue generated from the course would he approximately 532,000 (with approximate faculty costs, supply costs, mailings subtracted from the gross revenue). Additional courses could be added. Sacramento City College, the only northern California location for these courses nets approximately 552,000/ year through offering continuing education courses.

Expansion of the clinical facility-In order to accommodate the additional students, expand our numbers for the CE courses and to potentially lease the clinical facility to outside entities, we need to update our existing equipment and expand our clinical facility. The addition of 4 more chairs, for a total of I8, would accommodate 24 students without having to depend on outside rotations to meet the required hours of clinical experience for our students. We as a program are committed to going tu the dental community to solicit funds for new chairs, sterilization equipment...). Diablo Valley College just opened a new clinical facility last February. The cost per dental unit was approximately $10,000 with an additional $16,000 spent to update their radiology equipment. If the college is willing to commit to our program, we are willing to go to the dental community and suppliers and solicit funds to offset the costs of new equipment and additional chairs. Structural costs to expand should come from bono money.

6. What is your budget request for 2006-07?Deans/Supervisors, please attach a copy of the entire budget packet for the unit (copythe whole packet, just as you submitted to Bob Curry’s office). Label this Attachment D..

7. Complete one of the attached Equipment Request forms for each different type of equipment you are requesting for your unit. Attach these requests to this

plan. Label this Attachment F

8. complete the attached 5640 Equipment to be Placed on Maintenance contracts chart. Label this Attachment E.

9. If this format does not ask for data you think is important to state in a unit

Chabot-Las Positas Community College DistrictEquipment Request

Measure B Bond Program

_X__Chabot College ___Las Positas College ____District Office

Account Code: __________________________________________________To be provided by the District Office

Division/Unit: Dental Hygiene

Brief Title of Request (Project Name): CLINIC EXPANSION

Building/Location: 2200

Request Amount (include unit cost, total cost, tax, and shipping): $180,000 – 18 dental operatories @$10,000/operatory

Description of the specific equipment or materials requested:Dental chairs plus mobile cabinets

What educational programs or institutional purposes does this equipment support? How does the request relate specifically to the Educational Master Plan?

Dental hygiene is the fastest growing health care profession in California. Each year the dental hygiene program at Chabot College receives approximately 189 applicants/year. Currently, we are only able to accept 18 students due to our limited clinical facility. In the educational master plan as it relates to dental hygiene, it has been recommended that the program be expanded to meet the growing demand for dental hygienists. The addition of four additional operatories would allow for an additional six students/year.

Also inherent in the education master plan is the need for our college to provide services to the community. The DH Clinic on this campus is one of less that 1% of all dental offices and facilities that accepts Medi-Cal/Denti-Cal as well as uninsured patients. With expansion of the clinic, we would be able to provide more low-cost dental hygiene services to more individuals in the community.

Development of community partnerships has also been the focus of much of the work as it relates to the educational master plan. Expansion of the clinic with replacement of the old equipment, would allow them to lease or rent the facility when not in use by the program to enable them to see patients for much needed low-cost dental care.Why is this equipment necessary?

_____Immediate health, safety, or security issues

___x__Increases enrollment

_____Prevents further deterioration of facilities

___x__Replaces deteriorated equipment or facilities

_____Shows cost advantage due to rising prices

___x__Provides visibility for the Bond Program

_____Is easily executed, in terms of time and money

Describe how the above criteria are satisfied: As was stated above , the addition of four dental units would allow the program to

accept an additional six students/year. Replacement of the old equipment reduces the overall costs of the program by

cutting the amount of money spent maintaining and repairing old equipment. Expansion and renovation of the clinic would allow us to increase our services to the

community and to potentially expand our services to provide dental care as well as dental hygiene care by forming partnerships with other dental clinics and dental schools.

What is the consequence of not funding the equipment?To increase the number of students I the program without a dental facility to accommodate the additional does place our program’s accreditation at risk. Accreditation requires that the program has a clinical facility that will allow for the students to have the required number of hours providing direct patient care. Without an adequate number of chairs, the program will have to find outside rotation sites to accommodate the additional students or hire additional faculty to add clinical sessions. Outside rotations to other clinical facilities are an option; however, we are severally limited by the lack of clinical facilities in Alameda County that can accommodate 4-6 students.What alternative approaches have been considered to meet programmatic demands for this equipment?The program has committed to seeking additional funding from the dental community and the statewide dental association. In order to obtain funds from either of these entities, however, we will need a commitment from the college to make the structural changes needed to expand the clinic.

How many students will be impacted by the purchase of this equipment?

Do students use this equipment? ___x__yes _____no

Is this equipment a replacement? ___x__yes _____no

Staffing requirements for new equipment (number of staff, are they available, training, etc.):

Will training be required? _____yes ___x__no

At whose cost?

What are the estimated ongoing costs (for maintenance, etc.)? $1,500

Are there potential utility costs/savings? No cost saving, however, there would be increase revenues generated due to the additional students (increase in WSH/FTES and fees collected for services provided by these students) as well as the potential for leasing or renting the facility to outside entities for the provision of dental care.

Required signatures:

Signature Date Extension

Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________

Director of Facilities: _________________________________________________

Vice Chancellor: _____________________________________________________

Endorsed by the Board of Trustees:

Date:

Item #:



__x_Chabot College ___Las Positas College ____District Office



Brief Title of Request (Project Name): Compressor for the Dental Hygiene Clinic


Request Amount (include unit cost, total cost, tax, and shipping): $12,037.40

Description of the specific equipment or materials requested:

New compressor for the dental hygiene clinic.

What educational programs or institutional purposes does this equipment support?

The compressor is used to provide sudion, air and water to the units in the dental hygiene clinic.

How does the request relate specifically to the Educational Master Plan?

Supports an existing program.

Why is this equipment necessary?

___x__Immediate health, safety, or security issues

_____Increases enrollment


___x__Replaces deteriorated equipment or facilities


_____Provides visibility for the Bond Program

___x__Is easily executed, in terms of time and money

Describe how the above criteria are satisfied:

What is the consequence of not funding the equipment?

The current compressor that we have is costing the program $1000 per year in maintenance costs. Both our service rep and the campus maintenance and operations personnel have indicated that we need to replace the current compressor. The current compressor is over twenty years old and no longer meets the standards set forth in the building code. Also, the current compressor does not shut off when turned oft in clinic. This is due to the need for the compressor to “empty”. The compressor stays on for an additional 2-4 hours after being shut off. A new compressor would riot require this additional time to empty and would have an immediate shut off saving or] electrical costs.

What alternative approaches have been considered to meet programmatic demands for this equipment?

None. It would be difficult to seek funds from outside sources for the compressor.

How many students will be impacted by the purchase of this equipment?

Presently 36, if we accept another 6 students in fall of 2006 it would be 42 for 2006-2007 and 48 for subsequent years.

Do students use this equipment? ___x__yes _____no



Will training be required? _____yes ___x__no

At whose cost?

What are the estimated ongoing costs (for maintenance, etc.)? Currently, the old compressor costs us $1000/year to maintain. A new compressor would not have maintenance costs.

Are there potential utility costs/savings? Yes, $1000 as well as savings in the cost of the electricity used by the current compressor’s inability to do a complete immediate “shut off”



Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:



_x__Chabot College ___Las Positas College ____District Office



Brief Title of Request (Project Name): Dental Washer and Disinfector (VTEA eligible)


Request Amount (include unit cost, total cost, tax, and shipping): $5992.68

Description of the specific equipment or materials requested: Dental Washer disinfector to be used in clinic to disinfect instrument cassettes prior to sterilization. The disinfection of the cassette prior to sterilization is required by the State (Dental Board of California Infection Control Regulations) and by Cal-OSHA.


The dental hygiene program-operation of the dental hygiene clinic


Supports an existing program.


___x__Immediate health, safety, or security issues



__x___Replaces deteriorated equipment or facilities





California State Infection Control Regulations required the disinfection of all instruments that have been in contact with blood or saliva prior to sterilization. Currently, the clinic is using an ultrasonic to disinfect the in instrument cassettes used by students when providing direct patient care. On average, a total of 28 cassettes are being used each clinic session.

The ultrasonic has a limited capacity and is less effective in removing debris from the instruments to the

volume of instrument cassettes being processed. The Ultrasonic can only hold 4-6 cassettes each 20 minute cycle. Disinfection of the cassettes therefore, requires running the ultrasonic for over an hour to disinfect the cassettes used in the clinic session.

The Dental Washer and Disinfector is a “dishwasher” appliance that has the ability to disinfect up to 30 cassettes each cycle. Since it is designed for a higher volume of instruments, research has shown that the dishwasher is much more effective in removing debris such as blood and/ore saliva than the ultrasonic. It would require only one cycle to disinfect the instruments for a full clinic session.

What is the consequence of not funding the equipment? Continued costs of running the ultra sonic for an extended period of time. Inadequate instrument processing that could potentially lead to problem with Cal-OSHA and / or the Dental Board if reported.

What alternative approaches have been considered to meet programmatic demands for this equipment? VTEA

How many students will be impacted by the purchase of this equipment? 36-48

Do students use this equipment? ___X__yes _____no

Is this equipment a replacement? _____yes ___X__no

Staffing requirements for new equipment (number of staff, are they available, training, etc.): NONE

Will training be required? _____yes __X___no

At whose cost?

What are the estimated ongoing costs (for maintenance, etc.)? No estimated cost

Are there potential utility costs/savings?

Required signatures: Minor cost saving due to a decrease in electricity used to operate the dishwasher.


Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:Chabot-Las Positas Community College District

Equipment RequestMeasure B Bond Program




Brief Title of Request (Project Name): Automated External Defibrillator (VTEA eligible)


Request Amount (include unit cost, total cost, tax, and shipping): $2,315.61


Automated external defibrillator (AED) used for emergency situations w hers CPR is required


Dental Hygiene Clinic


Supports an existing program


__x___Immediate health, safety, or security issues



_____Replaces deteriorated equipment or facilities





Currently, CPR for Healthcare Professionals includes use of the AED device. The American Red Cross is recommending that an AED device be available in any setting where medical emergencies could occur.

The DH Prop ram has a fully functional dental hygiene clinic that provides dental hygiene services to the community. As part of the services that are provided, the students are administering local anesthetic. Whenever local anesthetic is used, and/or whenever clients are receiving dental hygiene service, there is the potential for a medical emergency to arise.

The Red Cross therefore, recommends that all medical and dental facilities have a ALD device.

What is the consequence of not funding the equipment? Potential lawsuits if an emergency arises and an AED device is not available for use.

What alternative approaches have been considered to meet programmatic demands for this equipment? VTEA





Will training be required? _____yes __X___no (already included themandatory course required for CPR Certification)

At whose cost? Students/faculty/staff

What are the estimated ongoing costs (for maintenance, etc.)? $82.95 for battery replacement

Are there potential utility costs/savings? No



Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:






Brief Title of Request (Project Name): HP DL.360 Server to back up Dentrix Dental Record Keeping Program


Request Amount (include unit cost, total cost, tax, and shipping):


Back up system for Dentrix. Dentrix is the record keening system used in our clinic to schedule aooointments, document treatment plans and treatment provided as well as for maintaining all billing/payment for information.


Dental Hygiene



Why is this equipment necessary? Currently, we have no back up system for Dentrix. Should there be any malfunction of the system, we would lose all of our records.









The dental hygiene clinic is required by law to maintain all dental records in a safe and secure environment. Without a back up system, the dental records stored in Dentrix be lost at any time should an equipment malfunction occur.

What is the consequence of not funding the equipment? Possible loss of the clinics dental records-scheduling treatment and payment information.

What alternative approaches have been considered to meet programmatic demands for this equipment? There is not an alternative method to back up the program files





Will training be required? _____yes __X___no (already included themandatory course required for CPR Certification)

At whose cost?

What are the estimated ongoing costs (for maintenance, etc.)?

Are there potential utility costs/savings? ? Staff time that would he required to re-input allthe data into the system should it crash.



Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:






Brief Title of Request (Project Name): Radiograph Viewers (VTEA eligible)


Request Amount (include unit cost, total cost, tax, and shipping): $283.00 (4 viewers $63.50 each)


Radiograph viewers used by students and faculty to view patient radiographs (x-rays)


Dental Hygiene



Why is this equipment necessary? The viewers that are currently being used by the students and faculty are over 15 years old - They are rusted and in poor condition due to age..




___X__Replaces deteriorated equipment or facilities





Intra oral photographs have become increasing important in the diagnosis and treatment of periodontal disease. With intra oral photographs, students can customize treatment plans to meet the needs of the patients by utilizing the photographs taken as a patient education tool.

Intra oral photographs are also used to provide referring dentists with a visual documentation of potentially dangerous lesions in the oral cavity.

What is the consequence of not funding the equipment? Decreased quality of the overall dental hygiene care being provided. What alternative approaches have been considered to meet programmatic demands for this equipment? Seeking outside funding from an alternative source





Will training be required? ___x__yes _____no

At whose cost? No cost involved-staff will provide the training

What are the estimated ongoing costs (for maintenance, etc.)? (none)




Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:






Brief Title of Request (Project Name): Yashica Dental Eye 111 with intra oral mirrors


Request Amount (include unit cost, total cost, tax, and shipping): $2113.69 (Camera$1624.49; Mirrors $489.20)


Camera is designed for use in taking oral photographs to be used as part of assessment and treatment planning as well as for diagnostic and referral purposes


Dental Hygiene



Why is this equipment necessary? Used by students to develop case documentations involving assessment, treatment planning, treatment and treatment evaluation. It will also be used to provide information to referring dentists and/or physicians.









See above

What is the consequence of not funding the equipment? No real consequences other than decreased student success due to using deteriorating equipment to evaluate patient radiographs What alternative approaches have been considered to meet programmatic demands for this equipment? Seeking funding from an outside entity such as the dental society






At whose cost?





Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:






Brief Title of Request (Project Name): Dental Clinic Suppleis (VTEA elgible)


Request Amount (include unit cost, total cost, tax, and shipping): $25,000


Student dental clinic supplies used for the provision of direct patient care


Dental Hygiene





___x__Increases enrollment




__x___Provides visibility for the Bond Program



The DH Program will be accepting an additional six students each year starting in the Fall of 2006. With this increase in students, there will be an increase in the supply costs for student supplies used in treating patients.

The DLI Program provides much needed low-cost dental hygiene care to the community. In order to cover

the costs involved in providing dental hygienic services, the program would have to raise fees significantly. Raising fees would result in a significant loss patients as those that we seein the clinic are often unemployed, retired or students.

Bond money is generated by the moneys collected from the community. Using bond money to purchase cline supplies directly uses the bond funds to supply services to the individuals who are paying the taxes to support the bond.

What is the consequence of not funding the equipment?

Money form the general fund will be used. What alternative approaches have been considered to meet programmatic demands for this equipment? Use of general fund money that Is supplemented by revenues generated by the clinic through the collection of patient fees.



Is this equipment a replacement? _____yes ___x__no



At whose cost?

What are the estimated ongoing costs (for maintenance, etc.)? Yearly supliy costs




Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:






Brief Title of Request (Project Name): Building/Location: 2206

Request Amount (include unit cost, total cost, tax, and shipping): $2113.69 (Camera$1624.49; Mirrors $489.20)


Camera is designed for use in taking oral photographs to be used as part of assessment and treatment planning as well as for diagnostic and referral purposes


Dental Hygiene



Why is this equipment necessary? Used by students to develop case documentations involving assessment, treatment planning, treatment and treatment evaluation. It will also be used to provide information to referring dentists and/or physicians.









See above

What is the consequence of not funding the equipment? No real consequences other than decreased student success due to using deteriorating equipment to evaluate patient radiographs What alternative approaches have been considered to meet programmatic demands for this equipment? Seeking funding from an outside entity such as the dental society






At whose cost?





Requested by: ______________________________________________________

Dean: _____________________________________________________________

Vice President: ______________________________________________________


Vice Chancellor: _____________________________________________________


Date:

Item #:

DENTAL EQUIPMENT MAINTENANCEas of: 1/6/06

2005-2006 2005-2006 VENDOR DESCRIPTION AMOUNT VENDOR DESCRIPTION AMOUNT

DENTAL: 102001-25680-5640-124020 DENTAL: 102001-25680-5640-124020

Adec Repair Dental Chair $ 500.00 Air Gas Repairs only $ 3,000.00 Air Gas Repairs only $ 500.00 Bay Cities Dental Labor for Calibration, every3yrs $ 500.00

CA Dept of Health Ser Radiologic Renew Rad machine,every 2 yrs $ 948.00

Vicent Nguyen External Digital X-ray $ 750.00 Vargas Calibration for X-ray, every 3yrs $ 500.00 Yaeger Dental Calibration for X-ray, every 3yrs $ 500.00 Vargas Maint: new 50 gallon vac tank $ 1,700.00 Yaeger Dental Maint: Air Compressor $ 800.00 Vargas Repair: Lights, processor for Xray $ 100.00 Yaeger Dental Repair for Dent. Clinic $ 2,500.00 DENTAL TOTAL: $ 5,300.00 DENTAL TOTAL: $ 6,998.00

Given Amount in Banner: $ 2,550.00 Given Amount in Banner: $ 2,500.00

Unit Plan

PROPOSAL FOR NEW AND IMPROVEMENT INITIATIVES

Unit: Dental Hygiene Date: 12-2005

Name of Person Completing Form: JoAnn Galliano MEd., RHD- Program Director

2006-07 Strategic Plan Objectives Addressed:

Goal A: Respond to our community’s learning needs.• Objective A3-Support the programs that increase the college’s positive image and that best serve the community.• Objective A4-Explore avenues for grant funding in the community and business and service

organizations that support the mission and goals of the college.Goal D: Develop the learning college concept at Chabot College.

• Objective D4-Develop service learning.

Activities in Support of the Strategic Plan Objectives being addressed:Goal A:

• Objective A3-Support the programs that increase the college’s positive image that best serve the community.1) Activity 1-Renovate and expand the dental hygiene clinic to allow for an additional 6 students to

potentially increase the number of patients that can be treated in the clinical facility2) Activity 2-Explore alternative avenues for external rotations for dental hygiene students to community

based clinics to enable those clinics to provide care to more individuals 3) Activity 3-Develop continuing education courses that could he offered in the clinical facility for dentists, hygienists arid dental assistants

• Objective Al-Explore avenues for grant funding in the community and business and service organizations that support the mission and goals of the college.

1) Activity 1-Apply for the California Dental Association Foundation Grant for expansion of existing dental hygiene programs2) Activity 2-Seek to form partnerships with the Local dental society to solicit funding for program improvements3) Activity 3-When clinic renovation and expansion is approved arid completed, develop partnerships with the local dental schools and community clinics to rent or lease the clinical facility for the provision of dental services for the community

Goal D:

Objective D4-Develop service learning.

1) Activity 1-Expand the service learning component of the dental hygiene program to include external rotations to additional clinical facilities

2) Activity 2-When partnerships are formed with the local community clinics and/or dental schools to rent or lease the clinical facility, develop rotations for the dental hygiene students into the facility when dental services are being provided

Timeline for Implementation: Clinic renovation and expansion Summer of 2006 forimplementation of the activities listed above by Fall of 2006.

Persons Responsible for Implementation: Chabot College and Dental Hygiene program

UNIT BUDGET COSTS:

BUDGET CATEGORY AND ACCOUNT NUMBER

DESCRIPTION COST

Personnel (staffing and benefits for professional experts reassigned time, classified personnel).*

**Clinic Assistant 30 hours/week $32,050

Supplies - New dental chairs with mobile cabinets

- Additional radiographic unit/room-upgrade the dark room

-$180,000

- $15,000

Structural Changes to Building 2200 rooms 2204, 2206, 2210and 2214

$100,000

Total $327,050

NOTE: the personnel area you may not request new full-time faculty with this form. You MAY request professional experts, reassigned time, or classified staff with this form.

**Clinic Assistant currently being funded through VTEA. Funding may be available from VTEA to fund this position for an additional year (2006-07).

Basic Questions Document

Basic Success

How do your basic success data compare to the college as a whole?What might explain the differences? Is this an issue or non-issue as you see it?

The success rate for the Dental Hygiene Program is higher than the college’s success rate. One of the primary reasons for the success of the program is the established enrollment criteria- Our accrediting agency (the Commission on Dental Accreditation-CODA) and our regulatory agency (the Dental Board of California - DBC) require that our enrollment criteria must be based on predictors of success Since we are only able to accommodate eighteen students, loss of even one student has a significant impact.

Success of our students will always be an issue. With the advent of Title V Regulations, we are continually challenged to change our admissions standards to allow students into the program that are not qualified. We are constantly being asked to defend our criteria, which is virtually impossible to do as we have such a small sample size and such a small number of unsuccessful students. The amount of time and resources used to constantly defend something that we are required by law to have has lead to a sense of frustration for the fulltime dental hygiene faculty. The current enrollment criteria are based on research done by the nursing programs in California. The enrollment criteria being used in nursing has been approved by the Chancellors Office. Since dental hygiene and nursing reflect similar educational pathways, many dental hygiene programs in California are looking to use the criteria set for nursing. We are in our second year of using the criteria, and thus far, it seems to be a reliable predictor of success

Acceptance into the program also requires completion of pre-requisite courses. These pre-requisite courses are required by both CODA and the DBC. Successful completion of the pre-requisite courses with a ~ or higher was

considered a predictor of success in the nursing model.

Having enrollment criteria and required pie-requisite course work has enabled the program to accept students that will not only be successful here at Chabot, but students who will be successful on the National Dental Hygiene Board Exam (NDHBE). Success in the program is meaningless it the students are not able to pass the NDHBE since passage of the exam is required for licensure.

It is therefore, critical for our program to continue to use both enrollment criteria and successful completion of pre-requisite coursework as criteria for acceptance into the program Failure to use either of these two criteria would jeopardize our accreditation and would he in violation of the regulations set the DBC. More importantly, without them, students could possibly complete the program and never pass the NDHBE or become licensed.

• What courses in your discipline show the least/greatest amount of success? What accounts for the differences between courses? How could you improve success in the less successful areas?

The NDHBE covers all of the subject matter covered in the dental hygiene curriculum. As a program, we are sent the results of the NDHBE each year. The results are broken down by subject area, and our students’ scores are compared to the national average for each of the subject areas. Utilizing these results, the dental hygiene faculty can assess our student’s knowledge each subject area when compared to the national average. If we observe a subject area where our students are doing poorly, we review course materials learning goals and outcomes assessments. Based on input from the students and our review of the course, changes may be made in the learning goals and subsequent changes may be made in the outcomes assessments.

Typically, there has not been one course that has been an obstacle for student success. Continual review of our learning goals and outcomes assessments for each course helps us to ensure that the students are successful. In addition, students who are struggling in a course are identified early in the semester and the faculty works with them to determine how to best enable them to be successful.

• What do you see in comparison between men and women and between different ethnicities? What accounts for the differences? What concerns you? How would you strategically address the concerns?

There are very little differences between men and women in our program. They have been equally successful. Dental hygiene has been a female dominated field since its inception. hut as with nursing, more men are entering the field.

It is sometimes more difficult for students that are non-English speakers to deal with the academic workload that is required in the program. The program requires that the students take from 12-16 units/semester and each course requires a significant amount of reading. However, many times they have the advantage in the clinical portion of the program due to their ability to communicate effectively with non-English speakers many of whom seek care in our clinic.

The profession of dental hygiene has long recognized the lack of minority dental hygiene students. Recruitment efforts are continually being done with minority students to encourage them to choose a career in dental hygiene. Unfortunately for dental hygiene, many of the minority students seeking a career in dentistry choose to set their sights on acceptance into dental schools that are also actively recruiting them.

The Chabot College Dental Hygiene Program has had one of the most diverse student populations in the state. Our program has always had an above average number of students from a wide variety of ethnic backgrounds. Our challenge is to

continue to embrace the diversity and to enable the students to continue to be successful in their chosen career.

Course Sequence

Is success in the first course a good indicator of success in the second course in the second course?

In the dental hygiene program, students cannot progress to the second set of courses in the program sequence if they have been unsuccessful in first set of courses Therefore, we are very focused on assessing student progress throughout the semesters. Students that are showing signs of being unsuccessful in a course are immediately issued a warning letter with the reasons for the letter being issued. The instructor that gives the student the warning letter meets with the student and plans are formalized to help the student become successful. A time frame for improvement is also determined and another date is set to meet with the instructor. If the student has not been able to improve, then he/she is placed on academic probation and an academic probation contract is completed. In the academic probation contract, plans are once again formalized to hopefully aid the student in becoming successful, as well as the consequences should he/she not be successful. A student that fails to he successful at the completion of any given semester is dropped from the program.

• Do your successful students in the first course enroll at a high rate in the second course?

Absolutely! In order to complete the program, the students have to enroll in all of the courses in the course sequence.

Course Review

• Ed. Code requires that all courses are updated every five years. Are all of your courses updated? If not, do you want to maintain or continue these courses? Please indicate your plans in terms of curriculum.

Our program faculty meets yearly to review and update our curriculum. Updated outlines are submitted to curriculum for approval as needed. The document provided for our review was in error. It was re-submitted to Academic Services and updated Any courses that still appeared on the list as needing to be updated have been placed in the 2005-06 Curriculum Review Packet. All outlines should be current as of Spring of 2006.

Our faculty curriculum review process has allowed us to continually review and update our courses and to evaluate whether the established learning outcomes for each of the course are being met. The student learning outcomes for each course are then evaluated as to whether they are meeting out program competencies that are reviewed every seven years by our accrediting agency.

In the past three years, we have developed DH 500 courses for both first and second year students to capture the hours that our students spend doing off campus rotations, health fairs, private practice observations and dental hygiene screenings. We have also “institutionalized” our dental hygiene orientation courses. In the past, we have required our incoming students, and our returning students to attend mandatory orientation courses in at the beginning of both the fall (DH1 and DH2) and the spring (DH2) semesters. The orientation courses have consisted of 9-12 hours of work focusing on program policies and procedures, time management, scheduling! instrumentation, and

case planning. We did not require enrollment in a course, and therefore were not collecting WSCH for these courses. We have submitted to curriculum course outlines for three one halt unit orientation courses. These courses were offered as DH 99 courses this fall.

• Have all of your courses been offered recently? If not, why? Are students counting on courses to complete a program or major when these courses are not being offered?

All of our courses have been offered recently. Courses that are no longer relevant are discontinued. Due to the course sequence being fixed, and the inability of students to take courses out of sequence, a course is not discontinued until the students currently enrolled have completed it.

Budget Summary:

• What budget trends do you see in your discipline? What are the implications of these trends?

The most significant budget trend for the Dental Hygiene Program is our increase in our revenue base As a fully operational clinic that serves the dental hygiene needs for the community, we collect fees for the dental hygiene services that the students provide. One of our goals as a program has been to increase the amount of revenue generated without decreasing the community’s access to low cost dental hygiene care. In order to do this, we have implemented cost saving strategies, made slight adjustments in our fees, and instituted a fee collection system.

Implementation of cost saving strategies has been one of the primary responsibilities of our clinical assistant. For the past two years, we have been able to have a clinical assistant, with the aid of funding from VTEA, thirty hours/week. The clinical assistant has implemented an inventory control system that has reduced the cost of our supplies from 323.346 to $20.500. Having a clinical assistant has also reduced our equipment repair cost, as she is able to troubleshoot many of the smaller repairs that use to require a visit from a dental repair technician. Most repair services would bill from $50-$75/hour just to come to our facility.

The program has also made some fee adjustments. We have increased the costs for radiographs (x-rays), the oral exam, sealants, the moderate “cleaning”, and the adult cleaning. In addition we instituted some new fees for pediatric radiographs. Fluoride varnish, and duplicate radiographs. The gross increase from making these minor fee adjustments is approximately $100. Most of the fee increases were an increase of $5. By making small fee increases: we are still providing the services at a reduced cost, so that those who cannot afford dental care in other settings are able to come to our clinic for care.

The institution of a collection system for fees charged has had the biggest impact on our ability to generate revenue. The most significant change was to have the Administrative Assistant and the Clinical Assistant collect all fees. Prior to the beginning of the 2004-05 school years. the students collected tees from their patients. With the staff taking over these responsibilities, we have been able to make full use of our Dentrix system. With the Dentrix system, they are able to track fees due as well as collections and to bill patient for services. As a result of these changes, our revenue from clinic fees increased from $19222.50 to $21497.75. Although this only represents an increase of $2275.25, the program was not operating at full capacity due to the loss of 4 students. Currently, our program is at capacity, and we expect it to remain at capacity for the remainder of the school year. With the additional 4 students, the clinic should generate approximately an additional $7500 per year. Our goal for this year is to collect $30000. Another addition to our fee collection system is the ability to collect payment from Denti-Cal. We are now Medi-CaL/Dentical providers and will he able to collect fees for services that we are providing to persons covered by these programs.

Another area that we as a program are focusing on is maximizing our WSCH/FTEF. After the review of our program and meeting with KM Consulting, we identified ways to maximize our capturing of student productivity that we had not accounted for. As was mentioned in a previous section of this document! we have instituted two DH 500 classes in 2003 to capture the hours that our students were spending in clinic and on outside rotations. In addition, we have designed three one-unit lab courses that are being taught by our adjunct faculty. Finally, we have institutionalized our DH orientation sessions. Prior to this year, we have required the students to participate in three orientation sessions. The students were given no units for attending the sessions. This fall we created two of the three half unit DH 99 courses that will cover the material the students need prior to the beginning of the semester. The third DR 99 course for the DH 2 will be offered in January.

We are very cognizant of the expense that is involved in having the Dental Hygiene Program at Chabot. Therefore, we are committed to doing whatever we can to make sure that we are monitoring cost, minimizing expenditures and maximizing program productivity.

• Where are you budget adequate or lacking? What are the consequences on your program, your students, and/or your instruction?

Currently, our budget covers what is needed to operate at the level that we are operating at now. However, what is lacking is college support for improvements to our clinical facility. Due to the proposed renovations of the college facilities, we did not submit for much needed replacement of out-dated clinic equipment. We were told that the building would he remodeled in a year and that new equipment would be included in the re-model. Unfortunately, the renovation plans have the building that houses the DH Clinic due for remodel in Phase III. It is our understanding that Phase Ill projects are not to begin for 5-7 years.

Our clinical facility sees over 1500 patients per year. We have 14 operatories. Each operatory is equipped with a dental chair, which are over 15 years old. The expense to maintain chairs that are in constant need of repair is significant. In addition to the costs of maintaining the chairs, the number of chairs available reduces the program’s ability to expand. This past enrollment cycle, we had over 170 qualified applicants for our program. We are only able to admit 18. The primary reason that we are limited to the 18 is the lack of operatories. Our accrediting agency requires that each student have a designated amount of patient contact time providing dental hygiene services. With fourteen operatories, we are only able to accommodate 14 of the 18 students at a time. The additional four students have rotations that do not require an operatory. We had hoped to be able to expand the clinical facility to accommodate more operatories. The addition of even two more operatories would allow us to accept an additional 6 students.

Failure to renovate the clinic also reduces the program’s viability. There are three dental hygiene programs and two dental schools in the greater Bay Area. All of the dental hygiene programs and the dental schools have remodeled their facilities within the past five years. Patients are much more likely to continue to seek care at these newer updated facilities. It also limits the programs ability to seek outside resources and funding for upgrades. There is a demand for more dental hygienists in the workforce and many dental societies are raising money to create new dental hygiene programs and/or to expand existing ones. The program could seek support from the dental community to expand our facilities, but the dental society would want a commitment that the school would support the expansion by making sure that the program would remain viable.

In addition, we are exploring avenues for a potential increase in revenues through partnerships with dental schools and community clinics. Due to the didactic demands of the program, our students are only able to spend a Limited time in the clinical facility Therefore, at many times during the week and in the evenings, the clinic is not being used. Possibly, we could contract with one of these entities to allow them to use our clinical facility to provide dental care. However, without remodeling our current facility, this would not he a viable option.

The lack of updated equipment has a significant impact on our students. Student success depends on the ability of the student to complete the program and to pass the California State Clinical Exam. Passing the clinical exam requires that the students are competent in providing the full range of dental hygiene services. When equipment is not working properly, the students are unable to treat patients, reducing their clinical opportunities. In addition, many of the students will be employed in private practices when they graduate. The private practice settings generally have updated equipment that the students would not have had experience using.

As instructors, it is difficult to work with equipment that is continually malfunctioning. It takes staff time to repair, and takes time away from the instruction that could be done during that time. It limits our ability to fully meet the needs of both the students and the patients.

Enrollment Proiections vs. Actuals

Compare your projections and actuals. Were your projections close? What accounts for the differences?

Since our enrollment is limited to 18 students/year our projections and actuals do not typically vary. However, in 2003, we had 3 students that dropped from the program prior to the end of the first semester. One student was accepted into another dental hygiene program closer to her home during the first week of classes. Unfortunately, we did not have any alternate students for our program to fill her slot. The remaining two students determined that they did not want to pursue a career in dental hygiene once they were exposed to the rigors of the program as well as the job responsibilities of a registered dental hygienist.

In 2004, we had to dismiss a student from the 2003 class due to failure to successfully complete both clinical and didactic coursework. Thus, our 2005 graduating class had only 13 of the 18 students successfully complete the program.

For the 2004 and 2005 classes, we are at capacity with 18 students in each class for a total of 36 students. Currently, none of the students are on academic probation, so we do not foresee that any of the students will not be successful.

The program is exploring ways to increase the number of students that we can accommodate in the program. We would like to accept an additional 6 students for a total of 24 students/ year. Due to the standards set by our accrediting agency, the only concrete reason that we have not been able to accommodate an additional 6 students has been the lack of clinic space. Our accrediting agency (CODA) requires that all students have a set number of hours of clinical experience. Also, CODA requires that when in clinic, we maintain a 1:6 ratio of instructors to students. Our clinic currently has only 14 chairs. The additional 4 students are rotated out to duties that support the clinic. This means that the instructor to student ratio is below what is required (1:4 and 1:5). The addition of 4 more chairs would allows us to have an additional 6 students without an increase in faculty. This increase in numbers of students would impact our WSCH as well as allow us to generate more revenue from an increase in services that we are able to provide.

1. Briefly describe the rock.

Chabot College has, since 1970, housed a Dental Hygiene Program on its campus. Due to standards set for the program by the accrediting agency, there are expenses that exceed the revenue generated by the program. Because the expenses exceed the revenues generated, the program contributes to the overall college deficit. As a result, pressure has been put en the program to increase revenues and decrease costs.

2. Briefly describe the impetus for wanting to spend time studying the rock.

• In order to maintain the program, we must develop a program plan that will enable us to continue to operate. The program plan must include ways to maximize our revenues generated, decrease our expenses, determine alternative sources of funding and initiate programs that could potentially lead to revenue generation

3. Briefly describe the way the rock is discussed in the hallways, or how it is referred to in meetings, in documents, in student feedback,in colleague feedback or by other disciplines.

• Our program has been the focus of attention for many years because of its limited number of students, its enrollment criteria, and its cost impact on the college. The faculty and staff view the rock as an on-going threat that could potentially lead to loss of jobs due to potential program closure. It is also viewed as a challenge as to bow to work with the rock and make a better program as a result of dealing with the rock.

• As a result of the KH Report, the rock is one discussed college-wide under the Program Elimination/ Revitalization Framework

• For the students! the rock appears only when they hear rumors of program changes that could impact them such as having additional students, The rock also appears when they have to deal with equipment that is not updated and /or replaced due to the presence of the rock,

4. Briefly describe what is murky, thorny or seemingly intractable about the rock.• The rock is tied very closely to a big boulder. The boulder we have to deal with in order to

remove our rock is the Institutional Policy Boulder. It is very difficult to improve on a program without a strong sense of institutional support for the program. In the case of the Dental Hygiene Program, we feel that this has always been lacking. We will need to work with removing our boulder in order to deal with our rock.

5. Briefly describe, as best as you can at this juncture, what you needto learn.

At this point, it is not what we must learn. hut what we must do. In order to deal with our rock! we are going to have to develop partnerships with the dental community, develop and promote continuing education courses, increase our enrollment and continually seek ways to minimize expenses and maximize revenues.

6. Briefly describe the provisional goals or outcomes of your inquiry.• Our goal is to continue to provide our students with the stability and support that they need

in order to succeed in our program and enter the workforce. In order to achieve that goal, we need to ensure that our program will continue to exist. To maintain the program. we will have to have institutional support, the support of the dental community and the support of our faculty and staff working collaboratively to achieve our goal.

Rock Inquiry Design

GOALS Action Plans Person(s)responsible

Date ofcompletion

Increase WSCH by accepting an additional 6 students per year

Increase program revenue through offering of continuingEducation courses

Establish Partnerships with the dental community that will lead to financial support for expansion and improvement of the clinical ability

- Determine program changes that need to be initiated to allow for additional students

-Determine impact on supply budget for2006-2007academic year

- Develop continuing education(CE) course in the area of local anesthetic delivery for dental hygienists and dentists

Investigate the state requirement for offering CE courses

Confirm that the program’s CE license is current

Develop materials forCE course

Develop and distribute promotional materials to all licentiates

Develop a plan for expansion/ improvement of the existing clinical facility to allow for an additional 6 students

Obtain institutional support for the expansion of the clinical facility

Faculty

Clinical Assistant

Program Director and Lead Instructor for Local Anesthetic Course

Program Director

Program Director

Program Director/Lead Instructor

Administrative Assistant, Program Director , Lead Instructor

Faculty/Staff

Program Director

February 2006

March 2006

February 2006

February 2006

January 2006

April 2006

March 2006

January 2006

January 2006

Fall 2006 Dental Hygiene 5.25 FTEF AllocationSemester and Year Discipline

Active Plan LIVE LIVE LIVE LIVE LIVE

CO

NTA

CT

HO

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S

LOA

D

FAC

TOR

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Tota

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AH

FTEF

Yearly Total

Aer

age

Size

WSC

H

WSC

H/

FTEFCOURSE Scheduling Students Max

Pattern Expected Size

DH 52A 2.0 1.00 1 2.0

0.13 18 18 18.0 36 270

DH 54 2.0 1.00 1 2.0

0.13 18 18 18.0 36 270

DH 56A 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 57 lec 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 57 lab 3.0 0.80 3 7.2

0.48 18 6 6.0 54 113

DH 60 1.5 1.00 1 1.5

0.10 18 18 18.0 27 270

DH 61 2.0 1.00 1 2.0

0.13 18 18 18.0 36 270

DH 69A 2.0 1.00 1 2.0

0.13 18 18 18.0 36 270

DH 71A lec 2.0 1.00 1 2.0

0.13 18 18 18.0 36 270

DH 71A clin 6.0 0.80 3 14.4

0.96 18 6 6.0 105 113

DH 74A lec 2.0 1.00 1 2.0 0.1 18 18 18.0 36 270

3

DH 74A lab 3.0 0.75 3 6.8

0.45 18 6 6.0 54 120

DH 80A 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 81A 0.80 3 28.8

1.82 18 6 6.0 216 113

DH 82A 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 500 0.0 0.00 2 0.0

0.00 36 36 18.0 0

DH 60L 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 61L 1.0 1.00 1 1.0

0.07 18 18.0 18 270

DH 71L 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 50A 0.5 1.00 1 0.3

0.02 18 18 36.0 9 540

DH 50B 0.5 1.00 1 0.3

0.02 18 18 36..0 9 540

Sec. CAH FTEF FTEF Available 15 FTES WSCHWSCH / FTEF

29 78.2 5.21 0.04 27.3 819 157

Spring 2007 Dental Hygiene 5.45 FTEF AllocationSemester and Year Discipline

Active Plan LIVE LIVE LIVE LIVE LIVE

CO

NTA

CT

HO

UR

S

LOA

D

FAC

TOR

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ions

pl

anne

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AH

FTEF

Yearly Total

Aer

age

Size

WSC

H

WSC

H/

FTEFCOURSE Scheduling Students Max

Pattern Expected Size

DH 51 4.0 1.00 1 4.0

0.27 18 18 18.0 72 270

DH 52B 1.0 1.00 1 1.0

0.27 18 18 18.0 18 270

DH 55A lec 0.5 1.00 1 0.5

0.03 18 18 18.0 9 270

DH 55A lab 1.5 0.75 1 1.1

0.08 18 6 18.0 27 360

DH 56B 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 58 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 69B 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

Dh 71B lec 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 71B lab 9.0 0.80 3 21.6

1.44 18 6 6 162 113

DH 73 1.5 1.00 1 1.5

0.10 18 18 18.0 27 270

DH 74B lec 0.5 1.00 1 0.5 0.0 18 18 18.0 9 270

3

DH 74B lab 3.0 0.80 3 7.2

0.48 18 6 6.0 54 113

DH 75 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 80B 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 81B 0.80 3 36.0

2.40 18 6 6.0 270 113

DH 82B 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 83 1.0 1.00 1 1.0

0.07 18 18 18.0 18 270

DH 500 0.0 1.00 2 0.0

0.00 36 18 18.0 0

DH 50C 0.5 0.50 1 0.3

0.02 18 18 18.0 9 540

Sec. CAH FTEF FTEF Available 15 FTES WSCHWSCH / FTEF

26 81.7 5.45 0.01 26.7 801 147

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