FAME Program

We offer a Faculty Advancement, Mentoring and Engagement (FAME) program to assist your career growth.

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Our faculty development program overview


The Ohio State University Wexner Medical Center's Department of Surgery enjoys a national reputation for advancing scholarship through excellence in practice, education, research and service. Development of both tenure-track and clinical faculty occurs through mentoring programs and through the provision of resources and opportunities.

Achieving career goals


One of the goals of the Department of Surgery is to help all faculty achieve successful careers, with success being defined jointly by the individual faculty member and divisional and departmental leadership. It is important that there be a coordinated support system to help faculty achieve career goals. It is for this reason that a faculty development program for the Department of Surgery has been instituted. 

The department realizes that career goals are highly individualized and are continually in the process of re-adjustment. The faculty development program is here to assist faculty members in achieving career development goals in clinical care, research, education, administration and/or community outreach.

Commitment to career development


This program does not replace the roles of the chair or division directors, nor assume their responsibilities in this regard. Instead, this program intends to make existing efforts better and more understandable to the faculty and to those considering faculty positions. It is also used to implement and coordinate new faculty development efforts. The Faculty Development Program mainly focuses on faculty in their first ten years at Ohio State, but is not limited to that group. It provides direction, but to be successful, it is dependent on participation from all faculty members.

The program represents a formalized process by which the resources of the department, intellectual and other, are made available for facilitation. While linked to the promotion and tenure process within the College of Medicine as a legitimate career and development goal, the program is viewed in the broader context of career development. The program has developed as an expansion of existing activities with appropriate focus on the responsible parts of the organization. In the last analysis, however, the opportunity to serve on the Department of Surgery's faculty represents freedom and responsibility to develop one’s own skills and individuality, within a supportive infrastructure of facilitation.

Program goals, structure and process

Program goals, structure and process
At Ohio State's Department of Surgery it is important that there be a coordinated support system to help faculty achieve career goals. Learn more below about the faculty development program goals, structure and process.

Goals

  • To develop a mentorship program for junior and mid-level faculty that involves identifying mentors within the Department of Surgery and elsewhere in the University and country (within an individual’s discipline)
  • To provide a regular and effective means of monitoring individual career plans with encouragement, suggestions and facilitation towards successful outcomes. This process may take different forms and involve different combinations of mentors as the faculty member’s career progresses
  • To help faculty think-through, establish and revise their own individual goals for career success, including facilitating opportunities for focused specialty practice
  • To outline participatory expectations of junior and mid-level faculty, their chiefs and their mentors
  • To provide junior and mid-level faculty, as well as residents and medical students, visible and interactive role models of what academic surgery “success” looks like in the tenure- and clinical tracks
  • To effectively and efficiently develop and maintain a departmental website to serve as an up-to-date informational resource regarding career development that is deemed valuable by mentors and mentees alike
  • To make all faculty aware of mentoring and its value
  • To provide senior faculty with mentoring resources
  • To conduct organized orientation programs for incoming faculty related to reappointment, promotion, tenure and clinical track and career development in its broader sense

Structure

The essential structure of The Ohio State University, the College of Medicine, the Department of Surgery and surgical divisions are an existing framework that is the basis of mentoring activity. Within the organizational structure put forth by the institution, specific responsibilities and activities should be accomplished. While much assistance is conventionally available and operative, the program serves to formalize some of the responsibilities and assure accountability, cohesion and coverage.

The structure of the program has two principle components:
  1. The first is the existing structure of the department chair and division chiefs who will insure that when faculty members are hired, their career goals are consistent with administrative expectations and provide the day-to-day mentoring, as always.
  2. The second will be the Faculty Development Advisory Committee, which will meet monthly to review individual faculty development in the context of overall departmental strategies. The members will also meet individually with faculty to help guide them in career development, providing a mentorship umbrella.
    • This committee will be chaired by the chair of surgery
    • It will present its findings quarterly to division chiefs
Each junior faculty member will be assigned a facilitator from the Faculty Development Advisory Committee. That facilitator will aid the junior faculty member in identifying appropriate mentors not only in the Department of Surgery, but in other departments at The Ohio State University and other institutions. Occasionally, the facilitator may serve as a mentor to their assigned junior faculty member. These mentors will serve as resources to faculty in pursuing career goals. It is expected that faculty may have several individuals who act as mentors, and that they may change with time and goals.

Each junior faculty member will be required to share a five year development plan (template to be developed) with his or her FDAC facilitator and the committee.

Programmatic success will be assessed continually to improve the process and evaluated formally in two to three years from expectations.

Process

  • The FDAC will meet to discuss the above and come to an agreement on process. The division directors will be included in this discussion.
  • After “ratification” of the plan, each FDAC member will be assigned one to two junior faculty members, preferably outside their own division. Simultaneously, each junior faculty member will be asked to complete their five-year plan and submit it to their facilitator.
  • The facilitator and junior faculty member will meet to review the five-year plan and identify a mentor(s). The mentor may not be the mentee’s division director, but could be another faculty member in his or her division.
  • The facilitator and junior faculty member will meet at least every six months to review the junior faculty member’s progress related to their plan.
  • The FDAC will meet monthly for one hour. The progress of each junior faculty member will be reviewed semi-annually.
    • Each month, a different division’s junior faculty will be considered. For smaller divisions, two divisions may be considered at a single meeting.
    • The relevant division director will be asked to attend to participate in the discussion of his/her faculty.
    • Based on the discussion at the meeting, the chair will prepare a brief memo to the junior faculty member offering an assessment of his or her progress and any suggestions the committee may have.

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