Abstract:

Leadership in Simulation Centres Leadership positions in simulation centres have often been overlooked and are under-represented in the staffing models here in Canada. Educators are well represented, however the operational piece has been overlooked for quite a long time. This was multi-factorial as when simulation gained its significant footprint in academia here in Ontario in 2004-2006, educators were expected to do it all. Manage, educate and operate equipment and the facility.  As simulation germinated as a pedagogy, it was evident that to deliver it properly, it was too much work for that single champion that was thrust into that role. Simulation technologists crept onto the landscape, however with little to no investment in their development. Dedicated leadership in centres started approximately six years ago here in Ontario. Here at George Brown College, the operational accountability fell to the Manger of the centre.

The operational staff had never had a dedicated team leader before who could make decisions on budgeting, procurement, staffing etc. Most importantly, they had never had anyone advocate for them before in their roles and professional development. The accessibility and accountability that leadership provides to all stakeholders from: the granular (students), broader (centre team), wider landscape (internal college community), sectorial leadership (simulation community outside of the college) is integral to move the centre and its team forward in development, knowledge and image. While not perfect, the ability to now make decisions, operate more efficiently, execute initiatives, and finally be able to report data on what the centre actually delivers annually. Through these endeavours, staff and the centre have flourished with four designations being achieved, four new job descriptions being developed to accurately reflect actual roles and accreditation through SSH being the pinnacle of our achievements.

Learning Objectives:

1. Understanding the role of leadership and how it applies to simulation operations.
2. Applying identified approaches to leadership to practice.
3. Creating Leadership strategies and approaches that will promote growth in people and programs.