Student Poll Re Department Chair, Raw Results-2

8/8/2019 Student Poll Re Department Chair, Raw Results-2

1/35

What qualities should the new GHP department chair have?

David Canning

David Canning

Communication skills David Canning

David Canning

What responsibilities should the newchair fulfill?

Would younominate any

candidate(s) withinthe department?

Demonstrated ability to:Care for students and faculty development

Promote equal opportunity for everyone and insist on fairness and democracyImprove the quality of teachingImprove the knowledge base and research ability of students

Teaching, Mentoring, Advising, Interacting

with faculty members and students.

Really improve department wide teachingand adversing quality.

Ability to form and articulate vision.Strong academic profile. Fundrasing, fundraising, fundraising.

1) good communication skill2) willingess to listedn to the vocies from students3) transparent management of the department

having a regular meeting with studentsrepresentatives

William Hsiao,Michael Reich

Spearheading changes in the doctoralcurriculum.

1) a person of financial acumen2) a person who will celebrate and support the varying disciplinaryand interdisciplinary teaching and scholarly needs

David Canning,William Hsiao


2/35

What qualities should the new GHP department chair have?What responsibilities should the new

chair fulfill?



The chair needs to be an inspiring force and leader in the department. His or her presenceencourages others to participate and attend in department events and research activities. He orshe is dynamic and exciting. We should see the chair once in a while. The chair should not beallowed to "work from home". The chair needs to be relentlessly devoted to bringing thedepartment members together and pursuing a bold and cutting-edge research agenda. The chairneeds to communicate directly to students, not through a proxy.

There are many responsibilities of a chair.(1) Research is important, but notnecessarily of his or her own. The majorresponsibilities of the chair are to ensurethat everyone in the department is pursuingresearch in an optimal way, and effectivelya servant to the members to best realize thecommon research agenda and vision. (2)Part of enlivening the department requiresstrong leadership and management skills.The current stagnancy of the department

has been attributed to weak leadership andslow decision making. The promotion ofdepartment progress should be central. Itshould not take 2 years just for all doctoralstudents to get access to the department.Things should not move at such aridiculously slow pace. (3) And the chairneeds to be available easily and regularly. Ifthe demand to meet the chair exceeds thesupply of the chair's allotted office hour,then the chair needs to make more time. Ifthe chair is a member on a student'scommittee, the chair should not delay acommittee meeting for six months justbecause the chair has an irregular, if noterratic schedule.

David Canning,Wafaie Fawzi,Kenneth Hill(professor ofpractice), WilliamHsiao, MichaelReich, PeterBerman (adjunct),Gita Sen (adjunct)


3/35


chair fulfill?



Not sure David Canning

all of the above and more

LEADERSHIPgood communicatordecision makerneeds to be able to command respect from diverse faculty

accessible

Wafaie Fawzi,Kenneth Hill(professor ofpractice), Michael

Reich


4/35


chair fulfill?



Great manager with political savvy. Gita Sen (adjunct)

As long as he can make progress towards the above goals, I think this is a second order question.

Not in any order:1. Accessible (and that doesn't mean have office hours once a week for 1 hour for faculty, doctoral,and masters students to come see you)-in the past four years, I've seen our Chair only a handful oftimes in passing. The Chair should be accessible and should prioritize faculty and doctoralstudents. The Chair is obviously busy, but should make time for the Dept.2. Accountable-Take responsibility for issues and problems that the Dept. has. Don't try to evadeconfrontation and decision-making. And when making decisions, own up to them.3. Respectful-to treat faculty and students with respect and maturity. Oftentimes, students aretreated like children in this Dept. This also includes knowing what kind of research the Chairdoes...he/she should be open to revealing details of his/her research to faculty and students, torespect faculty and students enough to expose his/her research and gain feedback.

4. Dedicated-The Chair can be ambitious in furthering his/her own career, but should also be tryingto improve the Dept. Perhaps the Chair needs to be senior enough to be able to dedicate enoughtime to mentor faculty and students. Everything trickles down, so it can be obvious when evenfaculty don't get proper mentorship.5. The Chair should have excellent management skills and be a leader!6. Open and involving-be able to include faculty and students in changes in the Dept. (ie. newfaculty arriving, faculty leaving, Dept. name change).7. Commmunicative and responsive-the Chair should feel comfortable speaking to faculty andstudents about Dept. issues and open to criticism on a larger scale.8. Eager-eager and excited to be the Chair. Being the Chair should be taken seriously forcandidates who want to lead one of the most diverse Depts. at HSPH. This is not a position tovolunteer for, nor to be taken lightly.

Teaching (at least one doctoral course)Mentoring both faculty and students

Advising (and to take this seriously)Communicating with administration, faculty,and studentsLeading the Dept., letting us know whathis/her vision isInteracting with faculty and studentsIn addition, let's have at least one Dept.meeting at the beginning of the year thatincludes all faculty and doctoral studentsand introduce everyone. The Chair shouldat least make ONE welcome mtg. per yearfor new and returning students and faculty.

,Daniel Wikler

David Canning, JulioFrenk, William Hsiao

communicating, organizing, managing,leading, interacting, collaborating,connecting, fundraising, representing

David Canning, Julio

Frenk, ChristopherMurray (adjunct)


5/35


chair fulfill?



Leadership, transparency, commitment to making GHP the leader in global health education

Leading, interacting, mentoring, advising

Teaching, mentoring, communicating,

managing, leading, meeting, interacting

Julio Frenk, Michael

Reich

Good leader, forthright about his/her priorities for the department, interested in leading thedepartment as one of his/her major priorities

LEADING/MANAGING, interacting andcommunicating with the department facultyand students - I think it is ok if this personchooses not to take on as much advising ofindividual students or teaching - it is mostimportant that this person lead thedepartment and administrate faculty hiring,educational programs and strengthen the

common academic goals of members of thedepartment

Kenneth Hill(professor ofpractice), JenniferLeaning (professor

of practice), MichaelReich

Barry Bloom,Norman Daniels,Julio Frenk,Christopher Murray

(adjunct)

1. committed to the department affairs and students2. approachable not only to faculty but also to students3. leadership

David Canning,Michael Reich


6/35


chair fulfill?



Julio Frenk

Ability to communicate effectively

Strong commitment to education and training new researchersGood communication skills and management skills of staff/facultySet clear expectation and standard for each member of department (faculty, student and staff)

I don't think chair need to take aresponsibility of individual mentoring, if timedoes not permit. Rather, I prefer chair tomake considerable effort to create anenvironment that support mentoring forstudents. Also good communication skills(or willingness to create transparency) areneeded, so that everybody is aware what isgoing on in the department.

am s ao, arc

Roberts

David Canning, JulioFrenk, ChristopherMurray (adjunct)

Among the responsibilities listed, managing

and articulating a strategic plan for thedepartment by soliciting feedback bystudents and faculty at all times is mostappropriate

David Canning,William Hsiao,Rodrigo Soares


7/35


chair fulfill?



The chair needs to be a tireless championfor student funding. We have doctoral

students in GHP who are without adequatefunding for their five-year program. Ourchair should be one of the department'smain advocates for funding by organizinginitiatives to collect and compile informationon available funding opportunities. Thisinformation should be made availableelectronically or in hard copy. He orsheshould also be searching for newfunding sources (especially from largefoundations like Gates, etc. that have aninterest in supporting research in global

health).

Should be a good manager and a people person. We need someone who can bridge very differentperspectives with respect and authority at the same time. We need someone who is not afraid tomake tough decisions, and make them publicly.

The chair needs to do everything it takes toreposition and strengthen our department.This means re-organization from top tobottom (faculty, curriculum, SM program,SD program). Teaching, mentoring and

advising need to take a back burner at leastat the beginning. We also need someonewho can fundraise; students need to be fullyfunded and we clearly need new faculty.


8/35


chair fulfill?



A serious commitment with the department research ,students and facultyA clear, stable, direct involvement with students especially doctoral studentsA good manager that provide proper time, attention and interest to students issuesSomeone capable to collect and provide funds to doctoral studentsHonestly someone I will be able to see more than twice every three years!Someone who motivates faculty to do and present high quality researchthat believes in what he is doing and he is open to do the necessary changes to improve thedepartment in a transparent way.Someone who is able to communicate efficientlyIn brief someone with vision, academic proficiency and stamina to take advantage of the excellentstudents and faculty the department has.

LeadingmanagingcommunicatinginteractingPromoting

Kenneth Hill(professor ofpractice)

Charismatic, able to reach out to other academic institutions, sponsor organizations, bring in fundsfor students as well as research. Good knowledge of what main global health issues are. Wellrespected, interested in teaching and students. Able to bridge interdisciplinary quarrels indepartment ;-) friendly, professional, approachable, yet not shy.

Not necessarily teaching or advising ofstudents, but definitely managing andleading the department andcommunicating / interacting with students /faculty so he can put forward solutions toproblems, and lead with a vision thatreflects that feelings and thoughts of thedepartment.

Julio Frenk, WilliamHsiao


9/35

Paul Farmer


candidate(s) withinthe school?


candidate(s) withinthe University?

Would you nominate anycandidate(s) outside the

University?

Please give your additionalcomments and feedback on any

of these candidates.

David CulterThomas McGuire

am . vans, o reDamneAnne Case, PrincetonChristina Paxson, PrincetonTomas Philipson, ChicagoDuncan Thomas, UCLA


10/35






University?



Please not someonefrom the Economics

department. Weneed someone witha bigger, broadervision than that.GHP is notsupposed to be asecond-rateeconomics program.It is a first-ratepopulation sciencesand global healthprogram. Not PaulFarmer. He is not anepidemiologist, ademographer, or aneconomist.

Jaime Sepulveda,Emmanuela Gakidou, KaraHanson, Tim Evans, MElizabeth Halloran, KenjiShibuya, David Heymann,

Definitely not an ethicist.

A woman, preferably

GHP has one of the lowest femaletenured faculty rates. It is a shame.


11/35






University?



Anuraj Shankar [realpractioner, goodleader, lots of

experience]

Can't really think ofanyone -Rohini Pande

Esther Duflo

Anne MillsPeter PiotGill WaltMickey Chopra

I think Barry Bloom, Daniels, AllanHIll, Hsiao would not be idealchoices

I think an outside appointmentwould help to change the

department more


12/35






University?



No

David Cutler Yes, but not sure who.

Lincoln ChenRifat Atun

the engineeringdepartments of MIT

Kennedy School -Rohini Pande,Michael Kremer,

Lant Prichett, DaniRodrik.


13/35






University?



I would NOT nominate Chris Murray

Russ Feingold


14/35






University?



Kate Baicker David Cutler Anne Case

I don't think bringingsomebody within theschool, outside ofdepartment wouldbring unnecessarytension and notpreferable.

Our department have faculties and

students from various backgroundand I think we need to make it ourstrength. Current structure ofdepartment is so disorganized andfragmented. New chair need tobring leadership so thatcollaboration between differentmembers of department canhappen and student can learn fromthe process.

(HKS), Thomas

McGuire (HMS),Robert Huckman(HBS), MichaelPorter (HBS)


15/35






University?



None None

Not sure who, but I think thenew chair has to come fromoutside.

We need someone from outsideHarvard. We need new energy andsomeone who is not already cynicalor broken down by the Harvard orHSPH system. The worst possibleoption is an internal candidate, ourdepartment has way too muchbaggage for that to work. We mayneed an internal candidate for the

interim period, and for that I thinkNorm Daniels would be best. Weneed some fair process andtransparency.


16/35






University?



Amitah ChandraSue Goldie

Peter PiotGuy CarrinCarmen Elisa Flores

Peter Piot is an excellent exampleof academics and practice with hisrecord in WHO and LondonGuy Carrin is one the mainspecialist in health system financingwith high level managerial positionsin WHO who continue his researchand academic life in BostonUniversity and Anthrop University.He is the most knowledgeable,committed , excellent manager Ihave ever known. His expertise ison health systems and Economics.


17/35

Strengthen all three doctoral tracks

Please describe the vision (or elements of the vision) for our department whichyou would like the new chair to have.

What qualifications should the new GHP departmentchair have?

To promote the department to be the top institution that fosters the next generationleaders in global health reserach and practice.

First and foremost the doctoral program needs to be strengthened - academic quality ofnew students, academic placements, funding for students and visibility of the programboth within and outside Harvard.

The leader needs to strengthen the three key areas - economics, health systems anddemography.

He most definitely should be have a PhD and someonewho has excellent reputation in the academiccommunity. Given the academic programs, it makessense for him to be trained either in demography oreconomics.

having a clear vision about how to restructure the GHPdepartment

I think it makes sense to be a trained in economics andsome demography given the focus of the department

Strong academic background in health systems andeconomics. Should hold a doctorate and be a seniorprofessor.

I'd say the vision of the new president should include:

(1) Significantly focusing the curriculum to only a few areas but areas we can claim wedo well(2) Increasing outside financial support both for faculty research grants and studentfinancial aid(3) Distinguishing GHP from Health Policy and other health social science-basedprograms

Doctoral Training. Strong academic background ineconomics given the strong focus of health systems andthe current economics track will be very helpful to beable to connect with faculty and students


18/35



The department chair needs to find reasons to bring people in the department together.The department is NOT just a name and everybody sits at home to work. Thedepartment is about working together towards a common vision and research agenda.The department chair needs to outline that, and inspire others to join that agenda.

The GHP chair needs to be an expert in eitherepidemiology or demography (as these are historically

the basis of the department, the legacy of Dept ofDemography, Dept of Population Sciences, and theDept. of Population and International Health), as well asan expert in economics or other field.


19/35



Our department does not have the best reputation within Harvard and I hope the newvision for the department will encompass the new chair engaging in steps that dosomething about this.

Should have strong presence in the Harvard and shouldbe an academic, either social scientist or scientist, not apractitioner. Sommeone who is well versed if not with aPhD demography or economics. Also, it will be nice if thenew chair is someone who has had leadershipexperience in a social science department at a topschool.

I would like the new Chair to be a strong leader who can help to develop and nurture thepotential of our Department. I do not feel that we have a vision as now, so any visionwould be a start -1) maximise the potential of the of faculty and students bya) providing a collaborative and supportive atmosphere to foster academic excellence b)encouraging greater mentorshipc) building better social capital within the departmentd) helping to create high quality and innovative researche) making decisions

***MUST HAVE EXPERIENCE IN GLOBAL HEALTH**** [I think it would be tragedy is they appoint someonewho has a primarily US focused research with little globalhealth experience/focus]

preferably a practioner

excellent academic credentials


20/35



1. Inclusion--to provide some sort of cohesion bridging faculty and students together2. High quality research--both from the faculty and student side3. Focus on improving the doctoral program

1. PhD in social science (economics, demography,politics, etc.)2. Leader in field of research3. 20+ years of experience-needs to be senior andsecure in his/her position. The Chair can continue toconduct research, but it's not his/her main priority.3. Previous experience in an administrative/managmentposition, such as Chair of another dept. or at least haveexperience managing people.

Academic Doctorate. Maybe Economist to help withfinances/fundraising for department

Better connected to other global health and development elements in Harvard (in a waythat benefits the students); fostering a more informed, collaborative department.

I think it has to tie to the existing strengths of the department in the areas that wespecialize. Because our department tries to cover too much, I think i t will be nice to have

a chair who will focus on a few key areas rather than try to cover 10 different areas eachof which spreads us too thin.

He needs to be a recognized senior academic in theareas of health economics, systems, and demography.


21/35



PhD, experience both within and outside of academia,political contacts with relevant global healthschools/departments and non-academic institutions

(World Bank, WHO, USAID, etc.)

I think this person has to have a vision for the department itself and an interest inmaking that vision a reality - this includes an idea of which disciplines focus on as adepartment and what faculty are required to make this a reality - as well as a vision for

the educational programs and an interest in ensuring that academic programs havequality standards

Experience in administration if possible as well asacademic experience in a relevant field

I was thinking of a compiled PhD program called international (global) Health Policy withdifferent concentrations and a collaborative research center (not scatter small centerslike what we have now) with extensive and broad approaches to the health problems atglobal, regional and national (developing countries) level. This center could be a reliablesource of evidence policy making for international agencies, NGOs, and ministry ofhealth of developing countries. Also it raises founds from different sources and providesfounds and data to students to work more concentrated and purposeful on international

health problems.

1- Well known in health scientific communities2- has to have a very clear vision and midterm goals forthe department (a written plan)3- he had to have an excellent previous experiences formanaging an academic environment like GHP4-he has to have an extensive network with foundations,international agencies and top institutes active on health

related researches


22/35



PhD in social science/medicine

PhD

To improve the doctoral program in the department through funding all accepted

candidates. Also, to clearly define the 3 tracks' educational goals and a core curriculumthat is taught at the doctoral level.

Create a sense of community but by strengthening each track in the program. Forexample, three weekly mandatory departmental seminars: one in demography, one innhealth economics and one in health systems will be great.

Create bi-weekly happy hours.Someone with excellent reputation within Harvard andother Ivies.

Separate the master's program and doctoral program curriculaHave a lot of more of the doctoral program courses combined with core social sciencecourses in other Harvard doctoral programs: health policy, government and economics

An academic who works in the field of health,demography and development economics


23/35



Our department is all over the place. with impending faculty departures, we really don'thave faculty who do what our 3 doctoral tracks imply. The faculty who are here seem toteach mostly SM and MPH courses that we pretend are SD courses too. For example, ifall the Econ track courses are outside our department (and outside HSPH), then what isthe track? We now have 1 RH faculty (thanks to the Dean, not our dept) which is a start,but we are about to lose half of the rest of PRH. Demography was our strength, and

now PRH is a strange mix with almost zero doctoral level courses. HS is ethics...humanrights...econ...political economy...? The track with the most faculty, but all over theplace. While Hsiao seems to have managed to pull it together in the last year or so, heis stepping down. What will happen next?

We need to think seriously about what GHP *should* be. To me, that means positioningourselves to do what other departments do not. And we should do it well. How is HSdifferent from the health policy program? Should Econ and HS be merged into onetrack? Why do we want a program that focuses on taking all our doctoral level coursesoutside our own dept? Then, maybe, we should just be absorbed into the health policyprogram... No other school or department teaches Demography, and our departmentwas built on strengths in demographic methods. We need to rebuild the demography

(the P in GHP). As for RH, we are so weak right now it is hard to see how that willchange without serious fundraising. If we can't do RH (whether lack of money or will)maybe we need to drop it. We need to abstract from the current student body andseriously rethink all our concentrations.

SD, PhD or MD, no prior chair experience needed. Ademographer or economist is preferable.


24/35



a strong policy and technical department leader in global health and population hosting

firstbline research and training future global health specialist.

PhD in social scienceExperience in global health and in developinginternational health strategiesExperience in management of research groups fromdifferent backgroundsExperience in teaching. and promoting new researchand evidence

Experience in international policy

PhD would be desirable, but a very capable, driven, well-connected good manager with a sincere interest inresearch and teaching would be fine too.


25/35

Please describe the vision (or elements of the vision) for our department which you would like the new chair to

1. Inclusion--to provide some sort of cohesion bridging faculty and students together2. High quality research--both from the faculty and student side3. Focus on improving the doctoral program

a strong policy and technical department leader in global health and population hosting firstbline research and training future glspecialist.

Better connected to other global health and development elements in Harvard (in a way that benefits the students); fostering ainformed, collaborative department.

Create a sense of community but by strengthening each track in the program. For example, three weekly mandatory departmeseminars: one in demography, one inn health economics and one in health systems will be great.

Create bi-weekly happy hours.

First and foremost the doctoral program needs to be strengthened - academic quality of new students, academic placements, fstudents and visibility of the program both within and outside Harvard.

The leader needs to strengthen the three key areas - economics, health systems and demography.

I think it has to tie to the existing strengths of the department in the areas that we specialize. Because our department tries to cmuch, I think it will be nice to have a chair who will focus on a few key areas rather than try to cover 10 different areas each ofspreads us too thin.

I think this person has to have a vision for the department itself and an interest in making that vision a reality - this includes an

disciplines focus on as a department and what faculty are required to make this a reality - as well as a vision for the educationand an interest in ensuring that academic programs have quality standards

I was thinking of a compiled PhD program called international (global) Health Policy with different concentrations and a collaboresearch center (not scatter small centers like what we have now) with extensive and broad approaches to the health problemsregional and national (developing countries) level. This center could be a reliable source of evidence policy making for internatiagencies, NGOs, and ministry of health of developing countries. Also it raises founds from different sources and provides founto students to work more concentrated and purposeful on international health problems.

I would like the new Chair to be a strong leader who can help to develop and nurture the potential of our Department. I do nothave a vision as now, so any vision would be a start -1) maximise the potential of the of faculty and students bya) providing a collaborative and supportive atmosphere to foster academic excellence b) encouraging greater mentorshipc) building better social capital within the department


26/35

Strengthen all three doctoral tracks

To promote the department to be the top institution that fosters the next generation leaders in global health reserach and practi

Econ track courses are outside our department (and outside HSPH), then what is the track? We now have 1 RH faculty (thanknot our dept) which is a start, but we are about to lose half of the rest of PRH. Demography was our strength, and now PRH iswith almost zero doctoral level courses. HS is ethics...human rights...econ...political economy...? The track with the most facultthe place. While Hsiao seems to have managed to pull it together in the last year or so, he is stepping down. What will happen

We need to think seriously about what GHP *should* be. To me, that means positioning ourselves to do what other departmenAnd we should do it well. How is HS different from the health policy program? Should Econ and HS be merged into one track?want a program that focuses on taking all our doctoral level courses outside our own dept? Then, maybe, we should just be abthe health policy program... No other school or department teaches Demography, and our department was built on strengths indemographic methods. We need to rebuild the demography (the P in GHP). As for RH, we are so weak right now it is hard to swill change without serious fundraising. If we can't do RH (whether lack of money or will) maybe we need to drop it. We need tfrom the current student body and seriously rethink all our concentrations.

Separate the master's program and doctoral program curriculaHave a lot of more of the doctoral program courses combined with core social science courses in other Harvard doctoral progrpolicy, government and economics

The department chair needs to find reasons to bring people in the department together. The department is NOT just a name asits at home to work. The department is about working together towards a common vision and research agenda. The departmneeds to outline that, and inspire others to join that agenda.

To improve the doctoral program in the department through funding all accepted candidates. Also, to clearly define the 3 trackgoals and a core curriculum that is taught at the doctoral level.


27/35

What qualities should the new GHP department chair have?

Ability to communicate effectively

As long as he can make progress towards the above goals, I think this is a second order question.

Communication skills

1) a person of financial acumen2) a person who will celebrate and support the varying disciplinaryand interdisciplinary teaching and scholarly needs

1) good communication skill2) willingess to listedn to the vocies from students3) transparent management of the department

1. committed to the department affairs and students2. approachable not only to faculty but also to students3. leadership

A serious commitment with the department research ,students and facultyA clear, stable, direct involvement with students especially doctoral studentsA good manager that provide proper time, attention and interest to students issuesSomeone capable to collect and provide funds to doctoral studentsHonestly someone I will be able to see more than twice every three years!Someone who motivates faculty to do and present high quality researchthat believes in what he is doing and he is open to do the necessary changes to improve the department in a transparent way.Someone who is able to communicate efficientlyIn brief someone with vision, academic proficiency and stamina to take advantage of the excellent students and faculty the dep

Ability to form and articulate vision.Strong academic profile.

Charismatic, able to reach out to other academic institutions, sponsor organizations, bring in funds for students as well as reseknowledge of what main global health issues are. Well respected, interested in teaching and students. Able to bridge interdisciquarrels in department ;-) friendly, professional, approachable, yet not shy.

Demonstrated ability to:Care for students and faculty developmentPromote equal opportunity for everyone and insist on fairness and democracyImprove the quality of teaching


28/35

Not sure

includes knowing what kind of research the Chair does...he/she should be open to revealing details of his/her research to faculstudents, to respect faculty and students enough to expose his/her research and gain feedback.4. Dedicated-The Chair can be ambitious in furthering his/her own career, but should also be trying to improve the Dept. Perhaneeds to be senior enough to be able to dedicate enough time to mentor faculty and students. Everything trickles down, so it cobvious when even faculty don't get proper mentorship.

5. The Chair should have excellent management skills and be a leader!6. Open and involving-be able to include faculty and students in changes in the Dept. (ie. new faculty arriving, faculty leaving,change).7. Commmunicative and responsive-the Chair should feel comfortable speaking to faculty and students about Dept. issues andcriticism on a larger scale.8. Eager-eager and excited to be the Chair. Being the Chair should be taken seriously for candidates who want to lead one ofdiverse Depts. at HSPH. This is not a position to volunteer for, nor to be taken lightly.

Should be a good manager and a people person. We need someone who can bridge very different perspectives with respect aat the same time. We need someone who is not afraid to make tough decisions, and make them publicly.

Strong commitment to education and training new researchersGood communication skills and management skills of staff/facultySet clear expectation and standard for each member of department (faculty, student and staff)

The chair needs to be an inspiring force and leader in the department. His or her presence encourages others to participate andepartment events and research activities. He or she is dynamic and exciting. We should see the chair once in a while. The chbe allowed to "work from home". The chair needs to be relentlessly devoted to bringing the department members together andbold and cutting-edge research agenda. The chair needs to communicate directly to students, not through a proxy.


29/35

What responsibilities should the new chair fulfill?

Teaching, mentoring, communicating, managing, leading, meeting, interacting

Spearheading changes in the doctoral curriculum.

There are many responsibilities of a chair. (1) Research is important, but not necessarily of his or her own. The major responsi

chair are to ensure that everyone in the department is pursuing research in an optimal way, and effectively a servant to the mebest realize the common research agenda and vision. (2) Part of enlivening the department requires strong leadership and maskills. The current stagnancy of the department has been attributed to weak leadership and slow decision making. The promotidepartment progress should be central. It should not take 2 years just for all doctoral students to get access to the department.should not move at such a ridiculously slow pace. (3) And the chair needs to be available easily and regularly. If the demand tochair exceeds the supply of the chair's allotted office hour, then the chair needs to make more time. If the chair is a member oncommittee, the chair should not delay a committee meeting for six months just because the chair has an irregular, if not erratic

The chair needs to do everything it takes to reposition and strengthen our department. This means re-organization from top to(faculty, curriculum, SM program, SD program). Teaching, mentoring and advising need to take a back burner at least at the balso need someone who can fundraise; students need to be fully funded and we clearly need new faculty.

The chair needs to be a tireless champion for student funding. We have doctoral students in GHP who are without adequate futheir five-year program. Our chair should be one of the department's main advocates for funding by organizing initiatives to collcompile information on available funding opportunities. This information should be made available electronically or in hard copsheshould also be searching for new funding sources (especially from large foundations like Gates, etc. that have an interest iresearch in global health).

Teaching, Mentoring, Advising, Interacting with faculty members and students.

Really improve department wide teaching and adversing quality.

Teaching (at least one doctoral course)Mentoring both faculty and studentsAdvising (and to take this seriously)Communicating with administration, faculty, and studentsLeading the Dept., letting us know what his/her vision isInteracting with faculty and studentsIn addition, let's have at least one Dept. meeting at the beginning of the year that includes all faculty and doctoral students andeveryone. The Chair should at least make ONE welcome mtg. per year for new and returning students and faculty.

Not necessarily teaching or advising of students, but definitely managing and leading the department and communicating / intestudents / faculty so he can put forward solutions to problems, and lead with a vision that reflects that feelings and thoughts of


30/35

all of the above and more


31/35

What qualifications should the new GHP department chair have?

Academic Doctorate. Maybe Economist to help with finances/fundraising for department

An academic who works in the field of health, demography and development economics

Experience in administration if possible as well as academic experience in a relevant field

having a clear vision about how to restructure the GHP department

He needs to be a recognized senior academic in the areas of health economics, systems, and demography.

I think it makes sense to be a trained in economics and some demography given the focus of the department

PhD

***MUST HAVE EXPERIENCE IN GLOBAL HEALTH **** [I think it would be tragedy is they appoint someone who has a primafocused research with little global health experience/focus]

preferably a practioner

excellent academic credentials

1- Well known in health scientific communities2- has to have a very clear vision and midterm goals for the department (a written plan)3- he had to have an excellent previous experiences for managing an academic environment like GHP4-he has to have an extensive network with foundations, international agencies and top institutes active on health related rese

1. PhD in social science (economics, demography, politics, etc.)2. Leader in field of research3. 20+ years of experience-needs to be senior and secure in his/her position. The Chair can continue to conduct research, buthis/her main priority.3. Previous experience in an administrative/managment position, such as Chair of another dept. or at least have experience mpeople.

Doctoral Training. Strong academic background in economics given the strong focus of health systems and the current econobe very helpful to be able to connect with faculty and students

He most definitely should be have a PhD and someone who has excellent reputation in the academic community. Given the acprograms, it makes sense for him to be trained either in demography or economics.

PhD in social scienceExperience in global health and in developing international health strategiesExperience in management of research groups from different backgrounds


32/35

Barry Bloom

Amitah Chandra Anne Case

Christopher MurrayKate Baicker Dani Rodrik Anne Mills

Daniel Wikler No David Cutler Carmen Elisa Flores

David Canning

None Esther Duflo Christina Paxson, Princeton

Gita Sen

Joseph Newhouse (HKS) David Heymann

Julio Frenk

Lant Pritchett Duncan Thomas, UCLA

Kenneth Hill

Michael Kremer Emmanuela Gakidou

Marc Roberts Michael Porter (HBS) Gill Walt

Michael Reich Paul Farmer Guy Carrin

Norman Daniels Robert Huckman (HBS) Jaime Sepulveda

Peter BermanRohini Pande Kara Hanson

Richard Levins Thomas McGuire (HMS) Kenji Shibuya

Rodrigo Soares Lincoln Chen

Wafaie Fawzi M Elizabeth Halloran

William Hsiao Mickey Chopra

Peter Piot

Rifat Atun

Russ Feingold

Tim Evans

Tomas Philipson, Chicago

Would you nominate anycandidate(s) within the

department?


school?


University?


University?

Anuraj Shankar [realpractioner, good leader, lotsof experience]

Sue Goldie


33/35

William N. Evans, Notre Damne


34/35

Please give your additional comments and feedback on any of these candidates.

I would NOT nominate Chris Murray

A senior person from one of the engineering departments of MIT

Not sure who, but I think the new chair has to come from outside.

Yes, but not sure who.

Definitely not an ethicist.A woman, preferablyGHP has one of the lowest female tenured faculty rates. It is a shame.

I think Barry Bloom, Daniels, Allan HIll, Hsiao would not be ideal choicesI think an outside appointment would help to change the department more

Our department have faculties and students from various background and I think we need to make it our strength.Current structure of department is so disorganized and fragmented. New chair need to bring leadership so thatcollaboration between different members of department can happen and student can learn from the process.

Peter Piot is an excellent example of academics and practice with his record in WHO and LondonGuy Carrin is one the main specialist in health system financing with high level managerial positions in WHO whocontinue his research and academic life in Boston University and Anthrop University. He is the most knowledgeable,committed , excellent manager I have ever known. His expertise is on health systems and Economics.

We need someone from outside Harvard. We need new energy and someone who is not already cynical or broken downby the Harvard or HSPH system. The worst possible option is an internal candidate, our department has way too muchbaggage for that to work. We may need an internal candidate for the interim period, and for that I think Norm Danielswould be best. We need some fair process and transparency.

Please not someone from the Economics department. We need someone with a bigger, broader vision than that. GHP isnot supposed to be a second-rate economics program. It is a first-rate population sciences and global health program.Not Paul Farmer. He is not an epidemiologist, a demographer, or an economist.

I don't think bringing somebody within the school, outside of department would bring unnecessary tension and notpreferable.


35/35

Student Poll Re Department Chair, Raw Results-2

Documents

Transcript of Student Poll Re Department Chair, Raw Results-2