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IPSS Leadership

Thinking about running for office in IPSS?

We have provided information below outlining what is expected of each Officer and Director position, the respective role and function, and requisite skills.  The Board of Directors Commitment Statement is also included.  New and continuing Board members will be expected reaffirm their commitment each year when the Board of Directors is installed.

The call for IPSS Board Nominations takes place each winter and the election is held in the Spring. Please review in full before submitting your nomination for an open position.

Here are a few basic details to get you started. Download the full document

Composition

The Board of Directors shall consist of five officers including President, President-Elect, Secretary, Treasurer, and Immediate Past President; the Executive Director; and a maximum of nine elected directors. The Executive Committee shall comprise the five officers and the Executive Director (non-voting).

Qualifications & Eligibility

In order to accept a nomination for office, a candidate must have been an IPSS member for at least two years and hold a current membership during their term. It is a desirable that a candidate has previously been an active member to a Committee.

In addition to the above, candidate for the office of the President-Elect, Secretary and Treasurer should have shown active involvement in Society matters by serving on a Committee AND served a prior term as a Director on the IPSS Board.

Term of Service

Directors are elected to serve a two-year term, according to the IPSS Bylaws, and can be re-elected to a second term of two years. The offices of Secretary and Treasurer are two-year terms and can be re-elected to a second term of two years. President-Elect will serve a three-year term in the role of President-Elect, President and Immediate Past President (1 year each, respectively).

Directors and Officers can be appointed positions for a one- or two-year term and can be re-appointed for another one- or two-year term (not exceeding 3 years total).

Time Commitment

Directors are required to attend 8-10 board meetings each year. Virtual meetings are held each month and face-to-face meetings are generally planned around the IPSS Annual Conference and IMSH Conference (a virtual option is provided for those not attending in-person). Board meeting attendance and additional phone meetings often involve both weekday and weekend time commitments and shift to accommodate the time zones of our global board.

Additionally, directors should anticipate committing approximately 8-10 hours per month on activities including, but not limited to, conference calls, committee activities, or special project work. The time commitment may vary depending upon the activities of the individual director or officer. The Officers, especially the President, can expect a more substantial time commitment of their role.

Candidate Criteria

The Leadership Cultivation and Nominations committee is responsible for reviewing nominations and presenting a competitive slate of candidates to the Board of Directors for the election each year. All nominations will be reviewed and considered as the committee works to build a balanced board reflecting the diversity of IPSS membership and ensuring the future needs and growth of the organization are met and in line with the IPSS Diversity, Equity and Inclusion Statement. As is typical for most organizations, we anticipate that not all qualified nominations will be accepted for the election slate each year and with this in mind, the LCNC will work with those individuals to create meaningful pathways of engagement in IPSS as appropriate.

Board candidates must be current IPSS members with sufficient involvement and knowledge, leadership experience, and dedication to the society’s mission. Questions the LCNC might consider as they review nominations:

Leadership strengths, skills and interests. Do you have previous board experience? What other comparable leadership experience do you have? How long and in what capacities have you been involved with the society or in the profession? Do you have a working knowledge of IPSS’s history, mission and goals?

Diversity. IPSS values and is dedicated to increasing diversity in all aspects (IPSS Diversity & Inclusion Statement). What will a candidate bring to the board’s composition? How will broad representation of the community served be reflected in the board—age, gender, sexual orientation, ethnicity, experience level, and type, size, location of professional environments?

Personal attributes and style. Members-at-large look to Board members as role models. Are you committed to diversity? Are you ethical? Are you easy to approach and known to be a good listener? Do you work to build consensus? Do you have good interpersonal skills? Do you take responsibility and follow through on assignments? Do you emulate IPSS’s core values?

Desired Skills & Experience

SKILLS & INTERESTS

  • Proven interest in our mission
  • Working knowledge of IPSS’s history, mission and goals.
  • Commitment to maintaining a strong organization that is responsive to our membership.
  • Working knowledge of bylaws and policies.
  • Professional knowledge and skills needed by the board
  • Connections in the community
  • Fundraising experience and willingness to participate
  • Previous board experience or board training
  • Institutional support for active participation as a board member and funding for attendance at the Annual Conference.

PERSONALITY & LEADERSHIP

  • Ability to listen well
  • Ability to express ideas and opinions clearly
  • Ability to participate effectively in a conversation (neither monopolizing nor refraining)
  • Ability to handle IPSS business with tact, enthusiasm and commitment.
  • Sense of humor, positive presence
  • Ability to work well with people.
  • Ability to motivate committee members/project workgroups.
  • Ability to take responsibility and follow through on assignments.
  • Ability to participate on a regular basis in the board’s work

Benefits of Leadership

  • Leadership is an opportunity to make a difference in IPSS, the pediatric simulation field, and the global community,
  • Leadership provides an opportunity to identify needs and to support and achieve organizational and professional goals.
  • IPSS leaders gain experience in building and working with groups and develop individual leadership skills through professional development activities.
  • Leaders promote and develop leadership in others.
  • The IPSS Board of Directors helps to shape the organization’s direction and its future.

Role, Function & Requisite Skills

Click here to see roles, functions and requisite skills for each Officer position and for Directors.

Board Commitment Statement

Click here to review the Board Commitment Statement.

Questions

If you have any questions about a position or the nominations process please contact Roberta Hales, Leadership Cultivation & Nominations Committee Chair, at xxxxx. You can learn more about the charge of the Leadership Cultivation & Elections Committee on the Committee webpage.

 

 

Download full bylaws
Download DEI Statement

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I am a UK-trained Neonatologist working in Starship NICU in Auckland, New Zealand. I am a member of the Douglas Starship Simulation faculty and lead the simulation programmer in NICU. My key simulation interests include education, communication and patient safety. I have been an active member of IPSS since 2011, member of the Education Committee since 2012, am a past Co-Chair of the Education Committee (2017-2018) and a current member of the Board of Directors. In collaboration with others, I established the IPSS-INSPIRE Fellowship in 2018 and am on the working group leading this initiative. My vision for IPSS is to continue to support collaborative knowledge sharing and research development in the pediatric and perinatal simulation community. My wish for IPSS is to see an increasing number of non-physician members and to support and develop the ability of those still at the early stage of simulation.

 

 

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Dr. Carl Horsley

Intensivist, Counties Manukau Health, Auckland, New Zealand

Clinical Lead for Patient Safety, Health Quality and Safety Commission, New Zealand

Dr. Carl Horsley dual trained in Emergency Medicine and Intensive Care, and works clinically in the Critical Care Complex of Middlemore Hospital in Auckland, New Zealand. As part of his work there, he developed an in-situ simulation program specifically focused on building the adaptive capacity of the ICU team. This was put to the test in the Whakaari volcanic eruption with Middlemore being the national burns centre responding to a mass casualty event.

Carl is currently completing an MSc in Human Factors and System Safety at Lund University, Sweden with a thesis focusing on the sociology of safety.  He is also part of the Resilient Healthcare Society which is an international collaboration exploring the implications of resilience engineering in healthcare. As Clinical Lead for Patient Safety at the Health Quality Safety Commission, Carl is also involved in developing innovative approaches that support “work-as-done” by frontline to improve both patient care and staff wellbeing. He has published several book chapters on resilient healthcare and presented widely on the topic.

 

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Dr. Andrew Petrosoniak

Emergency Physician & Trauma Team Leader, Assistant Professor

St. Michael’s Hospital and University of Toronto

Following an unsuccessful career as an intramural basketball player, Dr. Petrosoniak now works as an emergency physician and trauma team leader at St. Michael’s Hospital. He’s an assistant professor at the University of Toronto and an associate scientist at the Li Ka Shing Knowledge Institute. He’s the lead for translational simulation at St. Michael’s Hospital which involves the application of simulation techniques to identify issues and support the design of solutions related to healthcare delivery and improving health service outcomes.

More accurately, he seeks to reduce the number of F-bombs by providers linked to poor system/space design in healthcare. He also applies this work in the private sector as the co-founder of Advanced Performance Healthcare Design, a design and consulting firm that uses multi-modal simulation techniques to inform the design of clinical infrastructure, equipment and high performing teams.

 

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