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NAVIGATING IN AN ACADEMIC HEALTH CENTER Claudia R. Adkison, J.D., Ph.D. Executive Associate Dean Administration & Faculty Affairs Emory University School.

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Presentation on theme: "NAVIGATING IN AN ACADEMIC HEALTH CENTER Claudia R. Adkison, J.D., Ph.D. Executive Associate Dean Administration & Faculty Affairs Emory University School."— Presentation transcript:

1 NAVIGATING IN AN ACADEMIC HEALTH CENTER Claudia R. Adkison, J.D., Ph.D. Executive Associate Dean Administration & Faculty Affairs Emory University School of Medicine Faculty Orientation October 18, 2006

2 WHAT FACULTY SHOULD RECEIVE FROM THEIR CHAIRS: 1. ATTENTION Substantial mentoring –Assistance with grant writing –Assistance with navigating “the system” – e.g., promotion, clinical expectations –Assistance from senior faculty in making connections and getting committee assignments at the national level –Assistance in figuring out child care and other life style commitments Well-received access to departmental leadership Visits from their Chairs and Division Directors at EUH, CLH, TEC, Egleston, Grady, VAMC, labs, teaching sites

3 WHAT FACULTY SHOULD RECEIVE FROM THEIR CHAIRS: 2. INCLUSION Appointment to important committees, local and national More female and multicultural colleagues and role models -- in senior ranks, in all disciplines, in leadership Frequent departmental faculty meetings with “transparency” in information and the opportunity to be heard and discuss

4 WHAT FACULTY SHOULD RECEIVE FROM THEIR CHAIRS: 3. RESPECT No perception of inequities in pay scales (esp. female, multicultural faculty) –Salary target tied to AAMC standards –Annual review in Dean’s Office No discrimination in the hiring and promotion process Equality in forms of address –Dr. Jones and Dr. Smith v. Dr. Jones and Mary

5 WHAT FACULTY SHOULD RECEIVE FROM THE DEAN’S OFFICE: ATTENTION, INCLUSION, RESPECT Leadership and vision Consideration for important medical school committees More female and multicultural colleagues and role models -- in leadership Enforcement of salary equity Clearly stated and available policies Policies for maternity and paternal leave Communication about important initiatives

6 EXAMPLES OF WHAT DEAN’S OFFICE IS DOING (1) Appointment of Dr. Sharon Weiss, Assistant Dean for Faculty Development $1M Dean’s matching fund for Chairs to hire minority and senior women faculty Working with Chairs on expanded mentoring programs Dean’s faculty lunches at Grady EAD faculty lunches Dean’s and EAD’s brown bag lunches with faculty, rotating sites ELAM, AAMC career development programs (matching travel fund for Chairs) Appointments to search committees, RAC, strategic planning committees, etc. -- committee appointments

7 EXAMPLES OF WHAT DEAN’S OFFICE IS DOING (2) Sponsors seminars on promotion, negotiating with chair, teaching portfolio, mentoring, etc. Equity pay analyses, annual Teaching Workshop Departmental faculty awards for teaching, research, service – need more Dean’s staff appointments

8 EXAMPLES OF WHAT DEAN’S OFFICE IS DOING (3) Task Force on Faculty Development Co-Chairs –Dr. Kate Heilpern, Acting Chair, Emergency Medicine –Dr. Carlos del Rio, Vice Chair, Medicine Recommendations to Exec. Assoc. Dean (Adkison) and ultimately Dean (Lawley) Will use SOM Faculty Satisfaction Survey, Emory Univ. Satisfaction survey, and other resources as tools to help focus discussions

9 A FEW IMPORTANT POLICIES Websites for faculty policies: Emory University, Provost’s site – Faculty Handbook, The Gray Book, Bylaws Emory University, Provost’s site, Research Administration – IP Policy, Research Conduct Policy, IRB and IACUC policies, NIH policies, CAS, Effort Reporting, etc. School of Medicine, Faculty Affairs site – A&P Guidelines, Faculty Development Policy, Conflict of Interest Policy, many others School of Medicine, Research Office site Human Resources, Policy Manual (faculty and staff)

10 REQUIREMENTS OF THE FACULTY DEVELOPMENT POLICY Periodic development review for each FT faculty member Review summary and development plan – cosigned by Chair and faculty member –Faculty member’s self-assessment –Chair’s summary and development plan Departmental guidelines –Specific criteria for review –Mechanism for mentoring Report to the Dean of faculty due for review and reviewed; copies of reviews

11 PURPOSE OF DEVELOPMENT POLICY Gives faculty member feedback Provides expectations and a plan for accomplishing them; career counseling Recognizes accomplishments Provides information to Chair about faculty member and opportunity to help faculty member Provides documentation for compensation, reappointment, duty assignments, space assignments, remediation

12 SOM Policies on Commitment, Private Consulting % of professional effort belongs to the School, University, and Emory medical practice plans –No “practice of medicine” outside of Emory –No employment outside of Emory without authorization Private consulting up to 20% of professional effort with the prior approval of the Chair, Dean, and, if necessary, Conflict of Interest Committee – not an entitlement Must benefit individual academic career and Emory (Speakers Bureaus????) Prior approval of all consulting agreements by Chair and Dean’s Office (no monetary limit) Annual disclosures – or more

13 Emory Guidelines for the Responsible Conduct of Scholarship and Research Emory Guidelines for the Responsible Conduct of Scholarship and Research Standard for the conduct of scholarship and research at Emory University obligation to protect and foster academic freedom and intellectual integrity University accountability to outside funding sources and the public for the support Faculty responsibility for accuracy, integrity, and validity of work – and that of junior colleagues and trainees Faculty responsibility for compliance

14 Guidelines... Responsible Conduct of Research... (cont.) Authority and responsibility for research activities Quality of research Authorship on publications Supervision of students Education of trainees in research ethics, integrity, and compliance Social Responsibility of the Scholar

15 Emory Intellectual Property Policy What is it? –Scholarly writings (e.g., papers, books) –Data in any form (e.g., notebooks, computer records, biological materials) –Technology (e.g., assays, tests, software, devices, drugs and compounds, vaccines, cell lines, DNA sequences, genetically engineered animals) –Emory name, trademarks, logos, service marks Emory owns it Emory releases or assigns ownership of some Emory patents and tries to license some Emory provides a generous share of proceeds to faculty inventors Faculty have an obligation of disclosure of royalty arrangement

16 1°INTEREST/DUTY Research integrity Patient welfare Education JUDGEMENT 2°INTEREST Financial gain Recognition POTENTIAL FOR UNDUE INFLUENCE, ACTUAL OR PERCEIVED FACULTY INTERESTS AND DUTIES OUTCOME

17 Conflict of Interest University/School Policies Univ. Bylaws, Article IX (generic) Conflict of Interest in Research COI Univ. Policy on Conflict of Interest with Respect to Vendors (very broad) Univ. Policy on Consulting, Teaching, and Other Services Outside the University (No faculty appts and no teaching elsewhere w/o authorization School of Medicine Policies on Commitment, Private Consulting, and Other Extraordinary Contributions Univ. Guidelines for the Responsible Conduct of Scholarship and Research (conflict of interest with students) Univ. Policy on Nepotism

18 WHAT ARE THE GOALS? To protect the integrity of data against bias, and thereby the reputation of the institution and the individual faculty member To protect the safety of human subjects in research To carry out the missions of the institution in accordance with the highest ethical standards

19 What is an Investigator Conflict of Interest in Research? (1) Having significant financial interests in an external company that funds the investigator’s research –When data would be affected or appear to be affected if manipulated to the financial benefit of the investigator –Examples: Consulting agreement, lecture fees, grants, equipment, salary, equity, royalties, license fees

20 What is an Investigator Conflict of Interest in Research? (2) Serving on the Board of Directors, as Chair of the Scientific Advisory Board, or as an officer of the company that sponsors the investigator’s research or provides gift funds for the use of the investigator in his/her department –Fiduciary duty issues

21 Investigator Conflicts That Are Not Permitted (2) Purchasing equipment/materials used in research from a private firm in which the investigator has a significant financial interest or other direct relationship (consultant, close personal ties) Using SOM facilities/resources by an entity when the investigator is a consultant or has equity ownership Using students/trainees on research projects directed by a conflicted investigator in a way that restricts –Freedom to discuss findings –Seeking training and advice from others –Conducting job searches freely –Publishing freely (confidentiality agreements)

22 Univ. Conflict of Interest in Research Policy – Why Should We Care? (Policies and Procedures for Faculty Members Involved in Sponsored Research and Technology Transfer) Keeping the public trust Protecting the integrity of data Protecting human subjects in research Maintaining the credibility of the institution Maintaining the reputation and integrity of the investigator Dean’s new initiative on Professionalism and Conflict of Interest in Education, Clinical Practice, Research, and Administration

23 Academic Misconduct Policy Covers plagiarism, research fraud, IRB violations, conflict of interest violations, policy violations Provides for an inquiry by peers to determine whether the evidence justifies a formal hearing Provides for a formal hearing by peers when justified by evidence Provides for recommendations on disciplinary actions up to termination

24 Faculty Grievance Procedure Allows a faculty member to provide a written statement to the Dean, requesting resolution Dean may resolve or refer to the Faculty Relations Committee –Conducts investigation, hearing –Recommends course of action to the Dean; advisory only

25 Emory Statement of Principles Governing Faculty Relationships “The Gray Book” Defines limited and continuous (tenured) appointments Defines faculty ranks (Associate, Sr. Associate, Instructor, Asst Professor, Assoc Professor, Professor) Defines tracks – clinical, research, tenure Provides also for part-time, visiting, temporary, and volunteer faculty Defines tenure clock – 9 years for SOM, 7 years for all others

26 Statement of Principles (cont.) Provides the terms for retirement Provides the terms for sabbaticals Gives the procedure for appealing problems to the Faculty Hearing Committee Defines the reasons for which a tenured faculty may be dismissed and the procedures Provides for notice to faculty when termination is anticipated

27 YOUR SUGGESTIONS AND FEEDBACK ARE WELCOME


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