A new opinion piece discusses how NPs can set DNP tenure eligible faculty up for success #NPsLead#DNP#education#EBP#QI https://ow.ly/BMjv50SgmfK
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Experienced B2B leader with a track record as a strategic and results-driven team-player who thrives in challenging environments. Poised in pressure situations and skilled in making connections, makes goals a reality.
"This didn't have to happen." "This could have been avoided." "Something doesn't add up." These are all verbatim sentences I've encountered from coverage over the flurry of #highereducation closures from the last few weeks. Here's the thing - they're all correct. Though the number of institutions will shrink in the coming years, no individual institution is destined to close. Find me a college that is shutting down and I will find you a nearly identical institution that is surviving, if not #THRIVING. What do the latter category all have in common? At some point in the past five years, #higheredleaders were willing to make tough decisions before it was too late. #faculty and other stakeholders at least accepted those decisions enough to see them through. That's it. That's the secret. Make the hard decisions about: - What new programs to add (even if they're a departure from what type of institution you think you are) - What programs need to be pulled back from (or ended) - Where resources academic programs should be allocated (hint - towards growth, not 'fairness') Get a data-informed system in place to make and implement those decisions and your institution will still be here in five years. Keep kicking the can down the road or stay in denial and you might not be. None of this is easy, but all of it is simple. I've been in the room when the winners make the right call. It can be done.
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"In the case of state higher education policy, stricter enforcement mechanisms are likely not the best solution, as they may only serve to further alienate faculty and cause them to be even more opposed to the change. A better approach is to make faculty members active, ongoing partners in policymaking efforts, empowering them to use their expertise to champion change at scale. This requires systematic, regular, two-way communication channels between a diverse set of faculty and state policymakers." CEO Sarah Ancel goes deeper into empowering faculty when policy is the catalyst: https://bit.ly/3GDWZQE
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Tenure is a system in academia where after a probationary period, typically six years, a faculty member is granted permanent employment in his or her academic unit. Dismissal of a tenured faculty member can only occur for just cause (a serious misconduct) or other exceptional circumstances (e.g. budget cuts leading to closure of his or her academic unit). It is well known that tenure is one of the main benefits of being a professor. Many successful business professionals are drawn to academia because they are able to obtain well-paying jobs that are locked in "for life". Tenure has come under intense scrutiny in recent years. According to some critics of tenure, the system no longer serves its primary purpose of protecting academic freedom. In most cases, tenure protects complacent and unmotivated academics rather than those with controversial views. In this article, we reflect on the pros and cons of tenure and how we can help you build a tenure system that is efficient, transparent, fair, and supportive of your institutional goals. #tenure #qualityeducation
Does Tenure Benefit the Quality of Education?
https://accreditation.biz
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Does your admissions team work aged leads? If you’re not, you should be, and here’s why. https://bit.ly/44SN1Vz #highereducation #highered #highereducationleadership #higheredmarketing #higheredleadership #enrollment #enrollmentmanagement #collegesanduniversities #collegeadmissions #universityadmissions
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Formerly:Professor and Head at NITTTR Chandigarh, MHRD, Govt. of India ( Deemed to be University) and Professor Emeritus, Lingaya's University, Faridabad.
Roles and Responsibilities of Faculty Working at different Levels
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Online Adjunct Faculty | Educator with 30+ yrs experience | Educational Technology | Technology Integration | Research | Instructional Design | Social Media Management
The text discusses a 3-level strategy to improve faculty well-being, reduce burnout, and enhance retention in higher education institutions.
Improving Faculty Well-Being: A 3-Level Strategy to Reduce Burnout and Increase Retention
https://universitybusiness.com
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"The process was seamless and enjoyable given the professional expertise and cordial attitude of the Admissions Team and the whole faculty at SMCS." Read more about this #SMCSFamily's admissions journey: https://buff.ly/3S0SOVP #smcsyearinreview
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Associate Provost #MSCHE Accreditation Liaison Officer, Professor of Political Science, Farmingdale State College, SUNY
4 years ago today, I was at the white wall of my office at Molloy University where I served as Founding Dean of the School of Arts and Sciences. It was the week before Spring Break. I has just released our School Strategic Plan, 25x25, and I was planning for a series of meetings in the school to discuss how we were going to make good on the goals and objectives outlined in the plan. It was an ambitious plan to place the new School of Arts and Sciences on equal footing with our professional schools: Nursing and Health Sciences, Education and Human Services, and Business. At base, it called for increasing enrollment by 25% by the year 2025. Given that this was the first time the new School of Arts and Sciences had engaged in strategic planning, I planned to talk to faculty and staff about not being afraid of failure. I scribbled this statement on my white wall. It would serve as one of the basic guiding principles for our collective efforts. The next day, the College shut down due to the #covid19 #covid19pandemic. That was four years ago. The world has changed fundamentally in the ensuing years. But the sentiment remains. In fact, it could not be more true or applicable in our #postcovid world. There are no failures. Only blueprints for the future. Bring it on. #highereducationleadership #higheredleadership #highered #grit #gritandgrace #strategicplanning #strategicthinking #strategiccommunication Farmingdale State College
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Two recent papers below by people I respect (full disclosure - one of the people I respect is me!) describing how the historic measurement of academic value is no longer fit-for-purpose and may be contributing to great educators leaving the workforce. I also heard this message at the American Association of Colleges of Pharmacy (AACP) annual conference, usually followed by a fatalistic, “Well, we can’t change promotion & tenure guidelines!” Guess what! These aren’t laws of physics. We wrote them - for a different time, place, & demography. We can & must change them. “Every system is perfectly designed to get the results it gets.” https://lnkd.in/gHgCXgtz (Wendy Cox, Kris Harrell, Frank Romanelli, Shauna Buring) Jen Danielson, Lisa Richter, Lisa Meny, Jennifer Arnoldi, Kate Newman.
Executive | Mentor | Education Entrepreneur | Change Leader | Influencer | Team Leader | Collaborator | Interprofessional Educator | Innovator
I am grateful for the opportunity to work with my colleagues from SIUE, North Dakota State and Ferris State to explore the experience of P&T for faculty in non-traditional roles such as experiential education. We have so many faculty wearing multiple hats these days--many of which are administrative in nature. These are worthy, critical roles for the success and existence of our schools. We need to be more inclusive of all faculty roles in our mentoring and promotion processes.
A Mixed-Methods Analysis of the Promotion and Tenure Process for Experiential Education Faculty
sciencedirect.com
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This is definitely important for pharmacy EE faculty. Great paper on this topic!
Executive | Mentor | Education Entrepreneur | Change Leader | Influencer | Team Leader | Collaborator | Interprofessional Educator | Innovator
I am grateful for the opportunity to work with my colleagues from SIUE, North Dakota State and Ferris State to explore the experience of P&T for faculty in non-traditional roles such as experiential education. We have so many faculty wearing multiple hats these days--many of which are administrative in nature. These are worthy, critical roles for the success and existence of our schools. We need to be more inclusive of all faculty roles in our mentoring and promotion processes.
A Mixed-Methods Analysis of the Promotion and Tenure Process for Experiential Education Faculty
sciencedirect.com
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