Value and vulnerability: reflections on joint appointments

Joint or clinical chairs in nursing: from cup of plenty to poisoned chalice?

“…Given the necessary timescale involved in developing grantsmanship, winning funding, attracting and supervising students to completion of their degrees, developing research programmes and establishing collegial collaboration networks, a 3‐ or 5‐year contract should be the absolute minimum required merely to begin to establish the position. In a landmark Canadian case study, Ogilvie et al. (2004, p. 115) described the ‘abrupt and painful’ termination of joint appointments, despite evidence of the success of the initiative.…”

“…Ogilvie et al. (2004, p. 115) diplomatically posed another potential threat to the success of a joint chair position:…”

The expectations of two New Zealand health services of the role of Clinical Chairs in nursing and midwifery

“…Faculty practice, although it had earlier beginnings, captured major attention in primary health care initiatives in the 1980s (Barger, 2004;Huttelmyer & Donnelly, 1996;Lantz, Reed, & Lewkowitz, 1994;Lynaugh, 2004). Major goals of its development were to bring education and practice into closer collaboration, to bridge what was becoming an increasing theory-practice gap, to provide leadership following the positioning of nursing and midwifery in academic institutions, and to foster a research culture within the DHB environment (Dunn & Yates, 2000;Emden, 1986;Happell, 2005;Lynaugh, 2004;Ogilvie et al, 2004;, Salvoni, 2001;Tamlyn & Myrick, 1995). According to these authors, a common understanding is that clinical practice in the service agency is enhanced by the closer collaboration and the fostering of research.…”

“…Although different authors focus on different aspects of the collaboration, Lantz et al, (1994) discuss the commitment needed by administrators from both agencies such as their shared vision and values, common interests, channels for effective communication, as well as specific objectives relating to responsibility and accountability lines. Ogilvie et al, (2004) focuses on the difficulties encountered when those involved in the initial negotiations move to other positions and new personnel with difference sets of priorities take on responsibility for the initiative. These authors also describe the vulnerability of initiatives with no or inadequate administrative support.…”

“…These include the centrality of the initiative in both the mission of the university and the nursing school, the availability of appropriate faculty and the provision of essential resources and support. Another success factor relates to the flexibility and clinical credibility the practitioner brings to the role (Ogilvie et al, 2004).…”