Oncologist hires may 'finish the battle for radiation' in Corner Brook, says advocate
On Friday the Newfoundland and Labrador government announced two radiation oncologists have been recruited to work at the Western Memorial Regional Hospital in Corner Brook.
Gerald Parsons, who has been fighting for better cancer care on the west coast for decades as co-chair of the Western Regional Hospital Action Committee, said he'll be pleased as soon as the first oncologist starts work.
"Hopefully this will finish the battle for radiation," he told CBC Radio's Newfoundland Morning.
Years ago he had no choice but to take his wife to St. John's for cancer treatment and said radiation services in Corner Brook would have made a world of difference.
WATCH | Radiation in Corner Brook means west coast families can stay close to home:
"They say one of the biggest healing processes with cancer is having family around you," he said. "We spent five weeks in St. John's at a hotel."
For Parsons, radiation services on the west coast has been a long time coming.
"It's been a year since [the Western Memorial Regional Hospital] opened up and the service is still not there. All the equipment is here," said Parsons.
In Friday's statement, the Newfoundland and Labrador Health Services said the two oncologists will start work in the summer and fall, and radiation oncology services will be rolled out in three phases.
The ongoing first phase provides CT simulations to eligible patients for radiation planning purposes. Phase two is hoped to begin in late August and include consultations and follow-up appointments in Corner Brook.
The third and final phase of the radiation service roll-out "includes radiation services beginning and continuing to scale up as recruitment and onboarding of specialized staff progresses," said the statement.
Parsons said the announcement is a step closer to his ultimate goal of better health-care services in western Newfoundland.
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We teach our students that they should always look out for market opportunities and be strategic about their product portfolio. So I'd say we're doing what we preach. We've been working now for two or three years on identifying where the opportunities for us could lie. We already have a presence in DC, and it's a fantastic building in terms of location and amenities. DC is a great city for young professionals and students, so we saw this as an opportunity to expand our full-time MBA there. At the same time, we haven't previously had an executive MBA. As you probably know, we're a young school. Despite the fact that the market doesn't appear to be growing significantly, we've been successful in entering and gaining market share in other areas, and we hope to do the same with this program. I think we're offering a program that will be unique, and we believe we can differentiate ourselves as we've done with our full-time MBA. We're doing a lot at once and also taking advantage of the fact that we've become a leader in dual-degree programs. I think we have over a dozen graduate programs that couple together with the MBA. We've focused on making this opportunity available in an accelerated format, allowing students to step out from other graduate programs or complete their graduate programs and then do an accelerated MBA in one year. This way, they can get the depth of their functional area combined with the breadth of the MBA. We're also introducing the Master in Management (MIM), which is huge in Europe and has developed nicely in the US as well. Many students want to get business education earlier in their careers, some even at the undergraduate level. For us, as a graduate school, this means the Master's in Management, we're offering it both in-person and online. At a general level, the reputation of Carey Business School has grown significantly over the past few years. We have strong word-of-mouth. One distinct offering is our specialization in the business of health. That specialization, with our faculty, courses, and the events we host, will truly differentiate us from other schools in the area. Johns Hopkins Carey is moving its full-time MBA to the university's Washington DC campus while launching a brand new EMBA. The move will give students prime access to government and policy leaders, DC's business community, and a network of Carey alumni. Will Kirk / Johns Hopkins University We've also leaned into AI. Every school is trying to incorporate AI now, but we were relatively early, introducing a course about six years ago in our full-time MBA. We've continued to build on that, leveraging the broader university's strengths, and all of our faculty have enthusiastically embraced it. On the tech side, the AI component (which everyone now needs) is a real strength for us. Additionally, our building's location provides several advantages. First, we're not the only tenant; it's a 'One Hopkins' building. The School of Advanced International Studies is there, along with a new School of Government and Policy. When you consider today's critical business issues and how closely they connect to policy and the international sphere, we think we can leverage those institutional strengths effectively. Our location is also strategically close to the Capitol and government agencies. Consequently, many companies maintain offices nearby. There are about 18 Fortune 500 company headquarters in the DC area, and nearly every major company has at least a small office. This proximity often allows us to engage CEOs who visit DC for hearings or meetings. When we learn of these visits, we can arrange events and bring these leaders directly to our students, which has proven beneficial in the past. We'll see how the demand shapes up. We've definitely seen an increase in applications over the past few years, and we hope this expansion will further drive that growth. We've intentionally been highly selective to maintain a relatively small program, allowing us to provide personalized attention to each student. I don't have exact numbers yet, but we can certainly update you once we have a clearer sense of interest. Primarily, it's the location and the ability to build on what we're already doing. We've leaned heavily into experiential learning, and this expansion will further enhance that. One new aspect is that we'll offer, I believe, six certificates students can pursue, including one in AI and business. Additionally, we have many electives from our Master of Science programs offered in DC, which will enrich the range of opportunities available to students. Similar to our full-time MBA, we know we can attract students interested in the health ecosystem and offer opportunities other schools might not be positioned to provide, thanks not only to our faculty but also the close-knit network we have with the School of Medicine, Public Health, Nursing, Biomedical Engineering, and others. That will certainly be one of our specializations. While we're not the only school offering health as a specialization in an EMBA, we've demonstrated success with it in our full-time MBA, so we're confident we can replicate that success. Additionally, as I mentioned earlier, our EMBA will have monthly residencies primarily in DC. We'll also include global courses and probably some activities in Baltimore, but most residencies will be in DC. That location allows us to easily engage professionals from industry and government, as well as leverage expertise from other parts of Hopkins. For example, when considering global business strategy, having someone from the School of Advanced International Studies who might have served in a prior administration adds unique depth and richness to our program. We believe we have a very strong offering. As to why we didn't introduce it sooner, this just feels like the right moment to launch. Yeah, that's a great question. First, I think it reflects the changing demands of students. With these dual degree programs, everyone is looking for something extra to differentiate themselves in their careers. It's not just students in public health, nursing, or engineering saying, 'I also want to get an MBA.' Even those pursuing careers in consulting are seeing firms value candidates who, for example, have a PhD in biochemistry alongside an MBA. Hopkins has a long-standing tradition of smart people doing challenging research, and that attracts not just dual-degree students, but also those in our regular full-time or Flex MBA programs. In fact, close to a third of our MBA students already hold a graduate degree. That speaks to the appeal of combining breadth and depth, which dual degrees provide. The second piece is about flexibility. Students want options in terms of program length, format, and affordability. If we can offer something shorter and more cost-effective than a traditional two-year MBA – especially for students who've already made a significant investment in another graduate degree – that's incredibly appealing. Online and flexible options are increasingly important as well. We've seen strong demand for our Flex MBA and also for our MS programs. We currently have six MS programs, and with the MIM launching next year, that'll make seven. Many students want to spread out the cost and time commitment, especially working professionals. So yes, I do think schools need to offer more personalization, more choice, and more flexibility to stay competitive. The biggest trend we're watching is digital health, especially the role of AI in healthcare. On the research side, there's a lot happening. We have the , which is primarily focused on research and policy. It brings together Carey faculty and faculty from the schools of nursing, public health, medicine, and biomedical engineering. There are over 150 core faculty collaborating on research and events around various issues. For example, we've hosted events on AI and aging, AI policy, and FDA policy changes related to AI-enabled medical devices. Many of our students take advantage of those events. We also have a focused specifically on this space, which continues to grow rapidly. We're seeing increasing student interest in entrepreneurial opportunities in this area. Another major area we're watching is policy change: how it impacts the market and how different sectors are responding. There's a lot of attention on areas like mental health, Alzheimer's care, home care, and telehealth. These all involve different approaches to improving affordability, access, and overall value in the system. It's an exciting time. There's a broad recognition that business plays a critical role in driving innovation and impact in healthcare. Johns Hopkins University Carey Business School's Baltimore campus. School photo This initiative responds to the ongoing transformation in healthcare whether through policy, digital innovation, or structural shifts. What we're hearing from many health professionals is that they feel a need to deepen their business knowledge to complement their clinical expertise. What's exciting is that we're partnering with the School of Medicine to deliver this program. Faculty and clinicians from both Carey and the School of Medicine will be involved. It's a multi-week academy with components delivered in person in DC and Baltimore, as well as in a hybrid format. The goal is to bring together leaders from across the healthcare ecosystem. We expect strong participation from healthcare systems, but we also anticipate interest from pharma, medtech, and biomedical device companies. These professionals may have brilliant innovations—a new device or a breakthrough in life sciences—but unless they understand the healthcare system they're selling into, how doctors and practitioners adopt new tools, and how to effectively launch their products, that innovation may not reach its full impact. So ideally, we'll bring together participants from across all these sectors to create a rich, collaborative learning environment. For now, it will be fairly general. We already have a one-year MS in Healthcare Management, offered both full-time and part-time, which tends to attract students who are specifically focused on the healthcare ecosystem. The MIM will be broader, more in line with most other MIM programs in the U.S. It's designed for students who likely don't have a business background or experience but recognize the advantage of gaining that foundation to launch their careers. They'll come in, and we'll educate them quickly on the core business skills they need. We're also launching the MIM in an online or flexible format, which is less common for these types of programs. That flexibility is important for people who can't take a full year off and need to continue working while pursuing the degree. It also opens up possibilities for students who start the program and later get a great job opportunity. They could take it and finish the degree afterward. We're still ironing out the details, but we see real opportunities in that flexibility. First, our facility in DC is really a game changer. We didn't have that two years ago. Rather than launching new programs as soon as the building opened, we decided to wait, let the dust settle, and see how it was being used. We've actually been planning this expansion for two or three years, and now the timing makes sense. The MIM reflects growing interest from students who don't have five to ten years of work experience but want to supplement their education with business training. We don't offer an undergraduate business major, so the MIM complements our offerings well. In fact, we've had interest from our own undergrads and others in the area who want to pair their undergraduate degree with a graduate business credential. We've been expanding our number of 4+1 agreements both domestically and globally over the last few years, and we're seeing a lot of interest in combining an undergrad degree with either a specialty master's, like in finance, or a more general degree like the MIM. If you look at PhDs in the U.S., a lot of them don't end up in academia. They go into industry or consulting. So while I'm not going to claim we're the first to do this, coupling a PhD with an MBA is still relatively novel. We've had many PhDs come to us after finishing their doctorate, looking to get an MBA. Now that we've thought more deeply about the structure of our full-time MBA, we've realized there's a real opportunity to formalize this interest into a dedicated, accelerated dual-degree product. So it's not like some magic pixie dust came down and made all this happen at once. It's really been the result of thoughtful planning that has just happened to converge at the same time. Six years ago, the focus was really on helping MBA students understand AI. What was this thing that was about to hit? At the time, the course was taught by who had students do some basic coding to demystify AI. He asked them to come up with an idea for a product or process that would be AI-enabled. We saw a lot of excitement right away. But today, the students coming in don't necessarily need to be introduced to what AI is, and they don't really need basic programming skills in the same way students did six years ago. Back then, introducing coding was a big innovation for business schools. That's changed. Now, it's more about understanding the trajectory of AI, how it's disrupting industries, and the ethical and regulatory questions that come with it. Instead of one course, we now offer several that integrate AI into functional areas. For example, students specializing in finance might take a course on large language models in finance, while others might explore predictive analytics in marketing. AI has cascaded down into many different subjects and is much more infused across the curriculum. At this point, it's hard to teach corporate strategy or business analytics without addressing AI whether in terms of how it's impacting decision-making or what tools are critical to use. Our faculty are genuinely excited about it, too. We don't have to push them to include AI. They're already doing it, because it's so relevant in their individual areas. In the MBA program, we realized a few years ago that while we had experiential learning like every other school, we needed to be more intentional about it. So we asked: What exactly do we want students to learn and apply when working with companies? And how can we weave that consistently throughout the curriculum? One outcome of that reflection was the creation of a big data analytics experiential program, where all the students work on the same problem. That's different from our Innovation Field Project, which is a more traditional consulting-style project. We've also integrated our communications training throughout these experiences. For example, students need to know how to present their work effectively, and we built that into the structure. Our Crisis Challenge is another piece, focusing on a specific communication or leadership skill in a high-pressure scenario. All of this has been mapped out with the goal of ensuring students build the right skills and tools to be effective in their first job and beyond. I'd say that intentional design is what really differentiates our approach from others. I'd say the evolution of Carey has centered on building a world-class faculty as the foundation. Every year, we've worked to strengthen our faculty, and one of our key differentiators is the ability to hire across different schools at Hopkins. Right now, we have five (and that number is growing) Bloomberg Distinguished Professors, who are required to hold appointments in at least two schools. That structure has helped us build strong ties with Public Health, Engineering, the School of Advanced International Studies, and the School of Government and Policy. That interdisciplinary integration has been a core part of our strategy. We don't view business in isolation, we view it as something that must be connected with other disciplines across the university. In terms of program evolution, we're maturing our portfolio by adding elements that other schools have long offered, like the EMBA and MIM, while expanding our delivery options through full-time, flexible, and online formats. We're also growing our global footprint in executive education and forming more international partnerships. So I'd say we've reached a strong point of maturation, but one that still allows us to approach things a bit differently from other business schools. Our differentiation in the business of health is a big part of that, as is our growing emphasis on AI. But more broadly, we're asking: What do business leaders need today? And how can we bring those elements together from across Hopkins and beyond? The DC presence, the location, and the additional resources it provides are going to be key to helping us continue growing in this direction. We've been fortunate so far, and I think many business schools haven't fully felt the implications of some of the new pressures. But in a time of uncertainty, flexibility becomes essential. That's part of why we've broadened our portfolio. Whether it's the full-time MBA, the EMBA, or other offerings, we've created multiple pathways for students, especially those who don't want to step away from their careers for two full years but still want the value of an MBA. Our Flex MBA has been very successful, and we expect that to continue growing. To withstand these challenges, you need to stay flexible, maintain a broad and responsive program portfolio, and be attuned to market trends. That's what we're focused on, listening closely and being able to pivot quickly when needed. DON'T MISS: LEARNING AI 'FROM ITS CORE': INSIDE PROFESSOR TINGLONG DAI'S COURSE AT JOHNS HOPKINS CAREY BUSINESS SCHOOL AND ROTMAN ENTERS ACCELERATION RACE WITH TWO NEW ONE-YEAR BUSINESS DEGREES The post Johns Hopkins Carey Expands MBA, Launches EMBA In New D.C. Campus appeared first on Poets&Quants.
