Advisory Structure

An advisory structure has been established for Frontiers that ensures input and buy-in from within and from outside the university. This structure captures the involvement of Frontiers network institutions, our community constituency, and our External Scientific Advisory Committee . As shown, the Frontiers has three distinct regional Councils-a Deans Council, a Health Systems Leadership Council, and a Community Council, (all described below). This structure enables the Frontiers and its leadership to be responsive to the needs of these constituents and to benefit from their input. Each group offers a distinct and important perspective for the work of the Frontiers, and it is expected that the advice provided by each will greatly enhance the Frontiers. The Frontiers evaluator will attend all Council meetings with the Leadership Team, to assure integration of actions and activities into the overall Frontiers evaluation plan.

Frontiers Advisory Structure

The Frontiers leadership will seriously consider all suggestions and concerns raised by the Councils and the External Scientific Advisory Committee. The input of these groups, however, is advisory and not binding. The director, in consultation with the deputy director, must be able to make all final decisions that affect the Frontiers as a whole. If a Council or the External Scientific Advisory Committee makes a recommendation that is not accepted, the Frontiers director will provide that group a rationale and explanation. There are several reasons specific recommendations may not be followed. Feasibility for financial or other resource reasons is just one example. A recommendation in one area may have untoward ramifications and impact on another area within the Frontiers, is another example. While some concerns may be discussed at the time a recommendation is made, some may emerge after initial discussion has taken place and during subsequent discussions about implementing the recommendation. In every case, all advice, suggestions and recommendations of each Council and the External Scientific Advisory Committee will be given serious consideration and every attempt will be made to effect at least the spirit of the recommendation. If the recommendation involves only one key function area, that key function director will be responsible to either implement the recommendation or provide a reasoned rationale for not doing so. In all cases the decision will be discussed with the director and/or deputy director and communicated to the recommending Council or Committee.