‘Dr. Kuchera entered the dean position with lingering questions surrounding the validity of his appointment. His qualifications for this position have been brought into question. His organizational style has been complicated and frequently contrary to traditional organizational practices. Communication with the office of dean has been difficult for the clinical faculty. He has frequently been absent at many meetings important in the educational process of the students, interns, and residents. Even in the face of obvious turmoil at the college, he has repeatedly refused to resign when directly solicited by students, section chiefs, faculty, and even the president.‘
-The dean has repeatedly reversed vital decisions made with good cause by the promotion boards and ECF of the college without proceeding through proper organizational channels.
e.g.: The dean has allowed students with failing grades to exit campus and proceed to clinical rotations without remediation and against the decisions of the promotion board.
e.g.: The dean has reversed ECF and faculty promotion board decisions (made with good cause) based on qualification standards regarding faculty promotions. (R. Jackson example)
e.g.: The dean has made new faculty appointments, including full professorships, to K.C.O.M. without regard for academic rank, years of service to the college, or qualifications. This was done without consideration of deserving faculty members on campus who had contributed many years of service to the college. This was all done over the objections of the faculty promotion board. (Dr. Tettambel example)
-Communication with the dean is difficult. His written and oral communications are often made with empty idioms and language that doesn’t exhibit a clear purpose.
e.g.: Please refer to the letter from Dr. T. Smith
-The dean has misrepresented the clinical faculty to the board and AOA
e.g.: The dean called for the clinical faculty representative
(Dr. Bragg) to alter clinical faculty reports to the board.
e.g.: Dr. Kuchera misrepresented the faculty’s wishes by misleading the board of trustees and the A.O.A., stating the faculty approved increasing class sizes at K.C.O.M.
-The dean is frequently absent at meetings vital to the interests of the educational mission of the college and the interests of the board
e.g.: The dean, who is to be the K.C.O.M. liaison to the N.R.M.C. board of directors, was absent 15 of 25 meetings.
e.g.: The dean attended only one meeting during the sale of N.R.M.C. to Community Health Systems, thus providing K.C.O.M. no representation at the negotiations.
e.g.: The dean, who is to chair the educational committee meetings at NRMC and to coordinate on-campus intern and residency education, was absent 13 of 24 meetings from February 1998 to April 2000.
-The qualifications and credentials of the dean are in question.
e.g.: The dean was selected by the president with the general knowledge that he was not formally residency trained.
e.g.: The dean often lacks understanding of the needs of the practicing clinical faculty are largely ineffective due to his lack of qualifications.
