scholarly journals Leadership Succession at Regional Medical Campuses: What incoming leaders might want to know from their predecessors

2018 ◽  
Vol 1 (3) ◽  
Author(s):  
Gerry Cooper ◽  
Mark Awuku ◽  
Dema Kadri
Keyword(s):  
Conflicts Of Interest ◽  
Transition Process ◽  
Leadership Role ◽  
Leadership Transition ◽  
Leadership Succession ◽  
Senior Faculty ◽  
Leadership Transitions ◽  
Regional Medical ◽  
Critical Issues ◽  
Senior Faculty Member

Succession planning and changeover between outgoing and incoming leaders within medical education is an important but largely neglected topic (Rayburn, Grigsby & Brubaker, 2016). The paucity of literature is even more apparent regarding leadership transitioning at regional medical campuses (RMC). With this paper, perhaps one of the first to inform this topic, we hope to bridge this gap by assembling the shared perspectives of an administrator, senior faculty member and a learner from the same RMC. Specifically, this work will focus on the following two questions: Based on our collective experiences what are the critical issues facing an incoming RMC dean? Are there practical strategies which might assist an incoming RMC dean with the leadership transition process?  This commentary is the result of our collective experience at Western University’s Windsor Campus, a 10-year old regional medical campus of the Schulich School of Medicine & Dentistry located in southwestern Ontario, Canada. We make the assumption that RMC’s encountering leadership transitions are adequately funded, in this way incoming deans can properly attend to effective leadership succession processes. This paper might be of particular interest to those who are personally transitioning as new RMC deans or who will soon take on such a leadership role. We have no conflicts of interest to declare.

scholarly journals Review of an Intensive Faculty Development Program Conducted at a Regional Medical Campus.

2020 ◽  
Vol 3 (3) ◽  
Author(s):  
Steven Craig
Keyword(s):  
Faculty Development ◽  
Development Program ◽  
Faculty Development Program ◽  
Senior Faculty ◽  
Main Campus ◽  
Regional Campuses ◽  
Faculty Teaching ◽  
Regional Medical ◽  
Regional Campus ◽  
Senior Faculty Member

Purpose: The process of attracting, training, and retaining adjunct clinical faculty can be a challenge for regional medical campuses. It is important to have a faculty development program that addresses the specific needs of community-based faculty members. However, there is a shortage of literature on how to best develop and deliver such programs at regional campuses. Objective: to describe the development and implementation of a comprehensive faculty development program at a regional medical campus. Method: An intensive faculty development program was developed at the regional medical campus of a large US Midwestern medical school. The faculty development program was directed by a senior faculty member at the regional medical campus working with a senior educator from the medical education office on the main campus. The program expanded the number of yearly faculty development workshops offered to all faculty at the regional campus and specifically included an intensive two-year program for 12 faculty teaching scholars. The two-year Teaching Scholars program entailed additional meeting sessions along with assignments, readings, and the scholars’ commitment to incorporate session content into practice. Results: Teaching scholars maintained regular session attendance. Self-assessed knowledge and skills in completing common teaching activities improved for participating faculty across the study period. All participating faculty rated the program good (18%) to excellent (82%) and all indicated they would recommend the program to colleagues. Conclusions: The described program can be accomplished by any regional medical campus working with faculty experts at the main campus. The financial costs of the program were minimal, and data from the program supported its benefits.

Political Turbulence and Stalemate in Contemporary Malaysia: Oligarchic Reconstitutions and Insecurities

2018 ◽  
Vol 6 (2) ◽  
pp. 227-251
Author(s):  
Boo Teik Khoo
Keyword(s):  
Political Conflict ◽  
Leadership Transition ◽  
Leadership Succession ◽  
Authoritarian Rule ◽  
National Organization ◽  
The Past ◽  
Plural Society ◽  
Malaysian Politics ◽  
Hegemonic Stability ◽  
Ruling Party

AbstractMalaysian politics has been turbulent over the past two decades, as seen in the damaged tradition of leadership transition, non-violent revolts against successive regimes, and unstable realignments of opposing forces. Two startling symptoms point to disorder. One is the heavy electoral losses and loss of legitimacy suffered by the post-Mahathir regimes. The other is the political re-entry of Anwar Ibrahim and Mahathir Mohamad. The persisting turbulence raises certain questions. Why has the ruling party, the United Malays National Organization, been susceptible to internal fighting, being at once a source of hegemonic stability and systemic instability? Why has the apex of the United Malays National Organization repeatedly jeopardised its traditions of leadership succession? Why has one leader, Mahathir Mohamad, been involved in all the disputes? How did the crisis of the party, not just the regime, become intimately tied to economic crisis? Conventional paradigmatic explanations of Malaysian politics – inter-ethnic rivalry in a plural society, elite solidarity, and regime type (semi-democratic, hybrid, or competitive authoritarian) – are of little help even if ethnicity, elite conduct, and authoritarian rule are relevant. Instead, this essay suggests that the turbulence is part of a long trajectory of oligarchic reconstitution bound to a peculiar nexus of state, ethnicity, and class. The paper does not construct a theory of Malaysian politics. It offers a historically informed exploration of a leitmotif of an unfinished project that runs through much of the past 20 years of political conflict and struggle.

scholarly journals Build It and They Will Come! Or, Built to Last? Key Challenges and Insights into the Sustainability of Nonprofit and Philanthropy Programs and Centers

2020 ◽  
Author(s):  
Patrick Rooney ◽  
Dwight Burlingame
Keyword(s):  
Succession Planning ◽  
Academic Programs ◽  
Leadership Succession ◽  
Funding Sources ◽  
Advisory Boards ◽  
Leadership Transitions ◽  
Revenue Sources ◽  
Nonprofit Studies ◽  
Key Informant

Using results from 22 key informant interviews from 15 different universities, we analyze why various centers/programs on philanthropic and nonprofit studies started, their key revenue sources, the diversity of funding sources, the role of leadership, succession planning, and what they might have done differently to make things better. These case studies provide insights as to why some centers/programs fail, others barely survive, yet some thrive. While the old saying, “It’s better to be lucky than good” remains true. We found that many of the things we teach in our academic programs work well when leading academic centers: diversify income streams, do not become too reliant on one donor, provide for leadership transitions and succession plans, raise money for endowments, and build advisory boards.

Critical Issues and Implications of Digital TV Transition

2009 ◽  
pp. 286-292
Author(s):  
In-Sook Jung
Keyword(s):  
Transition Process ◽  
Digital Tv ◽  
Digital Television ◽  
Electronic Communications ◽  
Member States ◽  
Analog To Digital ◽  
Critical Issues ◽  
The Uk ◽  
Transition Issues ◽  
The U.S

Since the inception of digital terrestrial TV (DTT) in the United Kingdom on September 23, 1998, many countries have developed keen interests in this changing landscape of digital television. Soon after, the U.S. also started DTT on November 1, 1998, and other countries such as Germany, France, Japan, and Korea would join the technological trend. Most countries are scheduling the transition of analog TV into digital TV by around 2010 (Table 1). In the digitalization process, each government has two main concerns; one is about when the conversion from analog to digital TV (DTV) is scheduled, and the other is about how smoothly the schedule is completed. While the U.S. currently set analog switch-off for February 17, 2009, the European Commission has planned that switchover from analog TV should be completed in Member States by 2012. The spectrum plans of Member States in the EU said to be flexible enough to allow the introduction of other electronic communications services, along with DTT (Indepen, Ovum, & Fathom, 2005). According to EU Directive, the UK is planning to finish the switchover in 2012 and Germany in 2010. In Asia, South Korea is expected to be completed in 2010, Japan in 2011, and China in 2015. Unlike government-announced timetables, each country has some difficulties in keeping for the transition process so that the successful conversion within the scheduled timeline may not be possible. Thus, this article first examines which kinds of problems and alternatives are emerging in the policy process for DTV transition in several countries. Secondly, it attempts to find the global implication from what sorts of DTV transition issues are observed in most countries and from how they are broaching the problems of existing regulation systems and the social conflicts among stockholders, especially in Asian countries.

scholarly journals Post-graduate scholars can publish Compended-Guides to the literature of their fields using Knowledge-Step Forums

2016 ◽  
Author(s):  
Don L Jewett
Keyword(s):  
English Language ◽  
Information Dissemination ◽  
Scientific Publication ◽  
Senior Faculty ◽  
Digital Medium ◽  
Web Based ◽  
Surgical Residents ◽  
New Ideas ◽  
Senior Faculty Member ◽  
The Web

ABSTRACT "Publication forms the core structure supporting the development and transmission of scientific knowledge" (Galbraith2015). Yet, with the WorldWideWeb a dominant part of current scientific publication and information-dissemination, internet "publication" is still paper-based in its style and methods, even when it uses a digital medium. Such a paper-based publishing "model" is NOT adequate for a Web-based world. In 2006, an estimated 3,700 peer-reviewed scientific articles were published per day (Bjork2009)! This totals about 1.35 million articles per year. A similar estimate for 2011 was 1.8 million (Outsell2013), which is almost 5,000 per day. The total number of English-language scholarly documents accessible on the Web was estimated in 2014 to be at least 114 million (Khabsa2014). The methods and features described here are clearly needed now, and will be absolutely necessary in the future, when even more articles are available. In this context of an overload of information from scientific articles, described here is the idea of Knowledge-Step Forums as the basis for creating new peer-reviewed, compended "Literature-Guides", each on a very narrow topic and in a MultiLevel Format (Knowledge-Step Compendia). A multitude of Forum-Compendors, who need not be a senior faculty member (as is the case in traditional literature-reviews), but can be pre-docs, post-docs, and senior medical/surgical residents, will be aided by their mentors and online experts to create these Knowledge-Step Compendia. All participants (students and faculty) will be motivated by their own self-interest and thus each gains from the activity, it being a means to self-organize groups of like-minded scholars that can be the basis for reviews of new data, discovering new ideas, and finding jobs. The Software for Knowledge-Step Forums will also be useful to speed publication on the Web because it will easily support Publication of Preprints with automatic collection of online "peer-review" comments.

scholarly journals Feasibility of Peer-Led Didactics in the Core Clinical Year on a Regional Medical Campus

2019 ◽  
Vol 2 (5) ◽  
Author(s):  
Christine Waasdorp Hurtado ◽  
Erik Wallace ◽  
Chad Stickrath
Keyword(s):  
Student Perceptions ◽  
Conflicts Of Interest ◽  
Intervention Group ◽  
Medical Examiner ◽  
Full Time ◽  
Educational Method ◽  
Main Campus ◽  
The Core ◽  
Regional Medical ◽  
Longitudinal Integrated Clerkship

Purpose The best methods for learning outside of the clinical setting in the core clinical year, especially at Regional Medical Campuses with limited full-time academic faculty, are unknown. Methods We developed and implemented a peer-led didactic program to complement our longitudinal integrated clerkship (LIC) for students at our new regional medical campus (RMC) to achieve the same goals, objectives, and competencies as students at our main campus. These didactic sessions were developed and led by students for their peers with the assistance of community faculty members. Student scores on USMLE Step exams and National Board of Medical Examiner (NBME) subject exams for the core specialties were compared among the intervention group at the Regional Medical Campus, the main campus, and the national average. Finally, a student focus group provided qualitative data about student perceptions of these sessions.   Results Among participating students, ninety-five percent reported that the student-led didactics were relevant to their clinical work and eighty percent reported that these sessions enhanced their knowledge and the content was provided at the right pace and level. Students ranked preparing to teach student-led didactics as one of the most valuable learning experiences and “worth the time it took to prepare.” Students scored comparably to their main campus peers on all seven NBME subject exams and the Step 2 CK exam. Conclusion Utilizing peer-led didactics as a part of a longitudinal integrated clerkship is feasible and effective in helping students achieve the goals, objectives, and competencies of the core clinical year. This educational method should be considered at other LIC-based programs. The authors do not have any conflicts of interest to disclose. This project received no funding. As all data were completely anonymized thought the internet survey and no patients were involved, this was not reviewed by an ethics board.

scholarly journals Considering Jumping Ship? A Pirate Looks At Retirement

2011 ◽  
Vol 4 (8) ◽  
pp. 1
Author(s):  
Bob G. Kilpatrick
Keyword(s):  
Pension Plan ◽  
Defined Benefit ◽  
Defined Contribution ◽  
State University ◽  
Senior Faculty ◽  
Budget Cuts ◽  
Faculty Position ◽  
Maximum Benefit ◽  
Senior Faculty Member ◽  
The Right

If youre like me, a senior faculty member at a public state university facing significant budget cuts, recently youve probably thought about leaving your current position for another faculty position in a different state. A possible reason for considering jumping ship is envisioning a clearer picture of your retirement as it nears on the horizon a retirement that does not look quite what you had projected ten years ago, due to the that fact that you elected the defined contribution (DC) plan (often referred to as an optional or alternate retirement plan at universities) rather than the traditional defined benefit (DB) state employee pension plan when you first arrived at your university 20-odd years ago (which was the right choice, at that time, given the information availablekeep reminding yourself of that), and then seeing the value of that retirement account drop considerably two-three years ago. Although your retirement account may have mostly recovered, there are still those lost years of growth that may have you second-guessing your previous decision. Alas, that decision cannot be undone, but a new decision can be created by moving to another state. It is this possible decision that is the topic of this paper. What factors should be considered in choosing between the traditional DB plan and the optional DC plan for an individual who cannot necessarily reach the maximum benefit under the DB plan?

Ethiopia shows East Africa leadership transition risks

2015 ◽  
Keyword(s):  
East Africa ◽  
Prime Minister ◽  
Spillover Effects ◽  
Leadership Transition ◽  
Foreign Investors ◽  
Content Type ◽  
Political Dynamics ◽  
Cross Border ◽  
Leadership Transitions ◽  
Resistance Movement

Subject The outlook for leadership transitions in East Africa. Significance Ethiopia, Uganda and Rwanda are ruled by parties that transformed from armed liberation movements. The Ethiopian People's Democratic Revolutionary Front (EPRDF), Uganda's National Resistance Movement (NRM) and the Rwandan Patriotic Front (RPF) all took power within a few years of one another. They maintain party-to-party contacts and run tightly-controlled states which hold regular and ostensibly multiparty elections. Ethiopia's forthcoming elections in May will be the first since the death of liberation-era Prime Minister Meles Zenawi. Its leadership transition provides signals for the region's other post-liberation states. Impacts Institutionalised leadership transitions would help provide regulatory clarity to foreign investors. Unstable transitions in any of these countries would have regional spillover effects, given cross-border political dynamics. Strong, coherent military institutions may prove an important guarantor of a stable transition, barring direct interference in politics.

scholarly journals The Association of Pathology Chairs’ Pathology Leadership Academy: Experience From the First 2 Years

2019 ◽  
Vol 6 ◽  
pp. 237428951982630 ◽  
Author(s):  
Lydia Pleotis Howell ◽  
Priscilla S. Markwood ◽  
Dani S. Zander
Keyword(s):  
Leadership Development ◽  
Succession Planning ◽  
Leadership Role ◽  
Academic Departments ◽  
Leadership Succession ◽  
Leadership Academy ◽  
Future Directions ◽  
Academic Leaders ◽  
Curricular Development ◽  
The Chairs

Leadership development and succession planning are critical to ensure continued strength of academic pathology. The Association of Pathology Chairs developed the Pathology Leadership Academy to prepare future academic leaders. The purpose of this report is to describe: (1) Pathology Leadership Academy’s development and curriculum, (2) how Pathology Leadership Academy has met leadership development needs for individuals and academic departments in its first 2 years, (3) Pathology Leadership Academy’s future directions based on program feedback. Results were analyzed from pre- and postprogram needs assessment surveys of pathology chairs and from evaluations from Pathology Leadership Academy participants in the first 2 years. Pathology Leadership Academy curriculum was developed from topics identified as priorities in the chairs’ survey. Twenty-eight (90%) of 31 responding participants were very satisfied/satisfied with Pathology Leadership Academy. Of the 18 responding chairs who sent a participant to Pathology Leadership Academy, 11 (61%) reported that Pathology Leadership Academy met their faculty development goal. Of all responding chairs, 13 (32%) of 41 reported uncertainty as to whether Pathology Leadership Academy is meeting chairs’ goals. Chairs reported that Pathology Leadership Academy provided value to their faculty through preparation for a future leadership role, enhancing skills for a current role, and enhancing understanding of opportunities and challenges in academic medicine. Most chairs (27/43, 66%) said Pathology Leadership Academy should be offered again; 13 (32%) of 43 were uncertain, and 1 (2%) of 43 said no. Initial experience of Pathology Leadership Academy is positive and promising and provides opportunity for leadership succession planning in academic pathology. Pathology Leadership Academy will use participant and chair feedback for ongoing curricular development to ensure topics continue to address major needs of academic pathology.

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