The administration of an institution that offers a medical education program should include such associate or assistant deans, department chairs, leaders of other organizational units, and staff as are necessary to accomplish its mission(s).
There should not be excessive turnover or long-standing vacancies in the leadership of the institution. Areas that commonly require administrative support include admissions, student affairs, academic affairs, educational affairs/curriculum, faculty affairs, graduate education, continuing education, relationships with clinical affiliates, research, business and planning, and fund-raising.
Attach a chart showing the organizational structure of the dean's office.
List the percent of effort contributed by each associate and assistant dean to the administrative support of the medical school and, for each, indicate his or her date of appointment to the administrative position. Indicate if any associate/assistant dean position is being filled on an interim basis. If there are interim appointments for positions in the dean's office, describe the status of recruitment to fill the positions on a permanent basis.
Provide data from the independent student analysis and the AAMC Medical School Graduation Questionnaire (CGQ for Canadian medical schools) on medical students’ satisfaction with the accessibility and awareness of student concerns of the members of the dean’s office.
Indicate the term of appointment for department chairs and the number of times that the appointment can be renewed.
Indicate the date of appointment for each currently sitting department chair.
List the departments that are currently without a permanent chair and the date on which the last permanent chair left office. Describe the status and timelines of recruitments to fill vacant chair positions.
Briefly describe how, how often, and by whom the performance of chairs is reviewed.
Briefly describe the budgetary authority of department chairs and the sources of funding for departmental budgets.
See also Part A (item a.) in Section I.
Comment on qualifications of the dean and his/her relationship with university officials, clinical affiliates, and departmental leaders Comment on the organizational stability and effectiveness of the medical school administration (dean, dean's staff). Has any turnover in central administration staff affected medical school planning or operations? Are the numbers and types of medical school administrators (assistant/associate deans, other dean's staff) and their time allocations appropriate for efficient and effective medical school administration? Is departmental leadership stable? If there has been turnover in departmental leadership, are vacancies filled in a timely manner without detriment to departmental functioning? Note any concerns arising from leadership turnover in the school’s central or departmental administration.