2022-2023 Office for Faculty Year in Review
|
|
|
Office Mission: To advance and inspire growth, excellence and community among the faculty of Duke
|
The 2022-2023 academic year was a very exciting year with incredible change and transition. The goal of our office is to offer programs and initiatives that help faculty feel supported, empowered, and connected to each other and the institution. A thriving community of individuals is essential to our success. Over the last year, our programs reached faculty in nearly every School of Medicine department across the basic and clinical sciences. Activities ranged from skill-building, to networking, to process improvement, to awards and recognition. Ongoing work to strengthen and communicate faculty affairs processes and to develop programming to support culture and well-being have the capacity to impact all faculty.
As we look toward the next academic year, our team will continue to strive to provide the tools, resources, and community-building opportunities faculty need to find fulfillment and success in the School of Medicine. We approach this charge with a dedication to continuous improvement and a commitment to ensure equity, diversity and inclusion remain core values in our Office and the programming that we offer.
-Mara Becker, MD, MSCE, Vice Dean for Faculty
|
|
|
-
New Vice Dean for Faculty, Mara Becker, MD, MSCE
- Transition role for Ann Brown, MD, MHS, Senior Associate Dean for Faculty Professionalism
- New Associate Dean for Faculty Development, Cary Ward, MD
-
Promotion to Associate Dean for Appointments, Promotion, and Tenure, James Tcheng, MD
- Broadened the scope of the Office for Faculty to include executive leadership searches and onboarding, external awards and recognitions, and culture and well-being.
|
| |
|
Leadership Development Programs |
|
|
At the core of our faculty development work is a suite of cohort-based leadership development programs targeting faculty with a wide range of specialties and interests. All programs include opportunities for improved self-awareness, reflection, development of management skills, and the chance to build connections with a cohort of peers. Beyond those core components, differentiated learning focuses on the unique needs of each program’s target audience.
|
|
|
| Academic DeVelopment, Advocacy, Networking, Coaching and Education for Underrepresented Populations |
ADVANCE UP provides unique enrichment activities focused on experiences of underrepresented racial and ethnic faculty
|
“Participation in ADVANCE-UP made me feel seen.”
-2022 ADVANCE-UP Participant
|
|
|
Academic Leadership, Innovation, and Collaborative Engagement |
ALICE targets mid-career women faculty with programming designed to address the widely known gender gap in mid to senior leadership roles.
|
"ALICE has been the single most transformative programming I’ve received in my career to date. The intentional curriculum, thoughtful leadership, and emphasis on peer mentorship are a few of the pieces that have made it so special. …I’ll be stepping into a new leadership role next month. ALICE touched each aspect of that decision-making.”
-2022 ALICE Participant
|
| |
|
| Duke Clinical Leadership Program |
DCLP offers clinical leaders insight into health system operations and strategy
|
“I came away from this program with much more than just a toolkit of handy managerial tips. I came away with relationships and colleagues that I hope to bump into more and care for patients with. I came away with the feeling that Duke does value me and I belong here.”
-2022 DCLP Participant
|
|
|
Leadership Development for Researchers |
LEADER empowers early career researchers to effectively lead their own research teams
|
“In the context of our busy professional lives, this program is a rare opportunity to get the time to focus on these skills, examine your values, and set personal goals for your own leadership journey.”
-2022 LEADER Participant
|
| |
|
2023 Program Participant Data |
|
|
The image above contains a table with data. Access to data in excel document format is available here.
|
|
|
- Revitalized New Faculty Orientation series to include tailored content for researchers and clinicians across the School of Medicine
- Hybrid format blended ease of online attendance with in-person community building
- 182 unique attendees
- Recordings available to all faculty for on-demand access
|
| |
|
- Conducted 23 mentor training events (19 Entering Mentoring and 4 Advanced trainings)
- 173 unique participants
- Provided 8 workshops to mentees on optimizing mentorship
- Validated the psychometric properties of a mentee survey to assess mentorship quality and submitted the paper to Academic Medicine (under review)
|
| “The case studies were particularly useful. I am finding myself utilizing the information about communication styles. [It is] particularly applicable in my everyday interactions.”
-Mentor training participant
|
|
|
Foundational Mentor Training |
| |
|
Appointments, Promotion, and Tenure (APT) |
|
|
- Revised the faculty annual review process, policy, and templates
- Targeted questions specific to faculty, addition of JEDAI and professionalism dimensions, paperwork reduction
- Revamped SOM, department APT websites to improve access, transparency, and clarity
- Rewrote APT policies in the Duke Faculty Handbook for both basic and clinical sciences
- Record number of nominations for distinguished professorships
|
| |
|
“Faculty, leadership, administration, were looking at the APT approach and asking, 'Does this really embrace what Duke values? In other words, ‘What does Duke value?’”
-Jimmy Tcheng, MD, Associate Dean for Appointments, Promotion & Tenure
|
|
|
|
- 27 faculty members honored with internal School of Medicine awards at 2023 Spring Faculty Celebration
-
Revitalized process to nominate faculty for external awards resulting in 5 faculty accepted into The American Society for Clinical Investigation and 3 accepted to the Association of American Physicians
- Four women nominated for Executive Leadership in Academic Medicine and Healthcare (ELAM and ELH) fellowships, with three accepted for the 2023-2024 programs
|
|
|
Fund to Retain Clinical Scientists |
|
|
Supported by awards from the American Heart Association, Doris Duke Charitable Foundation and Dean Mary Klotman, the Fund provides supplements of up to $30,000-$50,000 per year to physician-scientists with significant caregiving responsibilities.
|
- 8 awards started in FY23
- 5 departments
- 6 women, 2 men
- Scholars receive wrap-around mentoring and support
- Longitudinal evaluation tracks promotion, retention and qualitative measures of impact
|
| |
|
Executive Leadership Recruitment and Onboarding |
|
|
- Conducted or assisted with the following leadership searches and hires:
- Established more comprehensive leader onboarding guidelines and processes for new Chairs
-
Developed a Guidance for New Chairs in the School of Medicine to assist with thorough and consistent onboarding of departmental leaders in the SOM
|
| |
|
Support for Senior Leaders |
|
|
|
- Developed a proposal for an integrated coaching framework for academic leaders
- New leadership competencies aligned with Health System Leadership Behaviors for an updated leadership 360 assessment tool
-
Coaching packages to support ongoing chair development and leadership 360 assessments
-
Completed first leadership group coaching pilot program for new Division Chiefs in Pediatrics
|
|
|
- Continued partnership with DUHS to foster well-being through co-leading initiatives and committees
-
Awarded funding for pilot project to launch and study a Restorative Justice training program in the 2023-2024 academic year
|
| |
|
|
- Delivered 9 professionalism sessions to SOM departments, faculty affairs leaders, and at New Faculty Orientation
-
Implemented department chair and center director metrics to increase shared accountability for professionalism
- Connected with departmental leadership and institutional offices (HR, Office of Institutional Equity, Office of Audit, Risk and Compliance, Counsel’s Office) to manage complex and highly confidential faculty professionalism cases.
-
Initiated substantive changes to Duke Consensual Relationships Policy
|
|
|
Our strength as an office relies on strategic partnership with individuals and groups who share our mission of helping faculty thrive, connect, and achieve. In FY23 we partnered with:
|
|
|
-
The Office of Equity, Diversity, and Inclusion to produce faculty development programs targeting underrepresented racial and ethnic faculty, including Black Men in Medicine, Getting Back to Basics, ADVANCE-UP, and a series of community building sessions for new faculty; to co-sponsor the Restorative Justice Training Program, and on senior leadership support initiatives
- The Vice Dean for Basic Sciences to align and enhance new faculty orientation programming for basic science faculty, identify basic science faculty for honorific awards, and support faculty in the basic science departments
-
The Duke Health Culture and Well-Being Hub, DUHS Leadership Groups, and Kenan Institute of Ethics Associate Director Ada Gregory, to advance shared organizational culture and well-being priorities and the development and implementation of the Restorative Justice Training Program
-
Departmental faculty affairs leaders through regular participation in the Faculty Affairs Steering Committee
-
Cynthia Gordon, Administrative Director, Quality Office and Keisha Williams, Assist VP, Human Resources and their partnership in the development of the new leadership 360 Assessment tool
|
|
-
The Office for Institutional Equity, The Office of Audit, Risk and Compliance, Human Resources/Staff and Labor Relations, and Office of Counsel to support the management of faculty conduct concerns
- National experts by leading quarterly meetings with faculty development and affairs leaders at our peer institutions and through regular participation in AAMC Group on Faculty Affairs activities
|
|
|
Looking ahead, to 2023-2024 we will:
|
- Increase emphasis on measuring impact to ensure we are meeting the needs of our faculty and the return on investment remains high
- Identify opportunities and methods to increase engagement and communication and to connect faculty members with the resources they need
- Develop more transparent and standardized systems to help people navigate faculty affairs processes
-
Focus on connection to one another and the work that we do to improve research, teaching, and patient care
- Champion equity as a core tenant of supporting faculty success and vitality
|
| How we’ll do it
Examples of the ways we will work toward these goals include:
|
- Pilot new integrated coaching framework for senior leaders
-
Evaluate leadership group coaching program for possible expansion to other areas
- Employ new communication tools to better understand how to best reach our stakeholders
- Utilize direct outreach strategies to underrepresented faculty
- Launch Restorative Justice pilot program targeting workforce well-being and team culture
- Incorporate restorative practices into our work with faculty
- Expanded research mentoring programming to include culturally aware mentoring and programming specific for mentors and mentee dyads
- Strengthen collaboration with departments to ensure programming is meeting the needs of the faculty and encourage participating in new faculty orientation
- Continue to expand capacity for managing professionalism activities by cultivating partnerships with departmental faculty affairs leaders and providing training and support.
- Partner with diversity leaders to understand and address race and gender differences in promotion and attrition statistics
|
|
|
Manage your preferences | Opt Out using TrueRemove™
Got this as a forward? Sign up to receive our future emails.
View this email online.
|
DUMC 3611 None | Durham, NC 27710 US
|
|
|
This email was sent to .
To continue receiving our emails, add us to your address book.
|
|
|
|
