d. Criteria for Considering External Partnerships
The Institute is frequently approached by colleagues from within MassGeneral Brigham and external entities regarding opportunities, both domestic and international, for participation in activities that may be related to education, programming, consultation, or service to the community. While the Institute is interested in engaging in opportunities that may be worthwhile for faculty, students, or for enhancing the Institute’s visibility or resources, there is a need to be protective of the Institute’s brand and resources and to assure that discretion is used when assigning extra duties or commitment of faculty, administrative, or fiscal resources.
The Office of the Provost, in collaboration with the faculty, has developed guidelines for the establishment of academic (degree, certificate) programs within existing disciplines. No such guidelines exist for other programs, joint ventures, or programs for which we do not currently offer degrees. These criteria have been developed to provide guidance for discussions among administration, faculty, and potential collaborators.
• How does the proposed project align with the Institute’s mission and vision (e.g. growth, research, academic excellence, diversity, student experience, global leader, developing resources)?
• Who are the key partners (stakeholders) in this venture? How are they involved? Are they current or potential competitors of the Institute’s academic programs?
• Do the Institute representatives for this project have the capacity to effectively implement and manage the project? If not, what resources are being requested, and how will other responsibilities be covered?
• From the perspective of the Institute leadership, is there capacity, expertise, and interest in the project? Is the administration supportive?
• What is potential financial benefit or risk to the Institute? [In general, external partnerships will not be considered that are not at a minimum fiscally beneficial to the Institute.]
• What will be the positive effects on public image within the Institute community, within the health care system, and within the larger communities in which we operate?
• What will be the short- and long-term benefits of this project?
• Are there particular cross-cultural or safety issues that should be considered?
• Is funding available to support planning and development for the program, as well as ongoing implementation and management? How will the program be sustained?
• How will success (outcomes related to Institute goals) be measured?
• What is the timeline for startup and initial implementation of the program?
• What is the plan for tracking programs and success/effectiveness?
All potential external initiatives and partnerships, whether domestic or international, require approval by the supervisor of the individual initiating the proposal, as well as the dean, provost, vice president for finance and administration, and president. If assistance or support from the Office of Development is needed, the approval of the chief development officer must also be secured.