RULES OF THE SCHOOL OF MEDICINE
RULES OF THESCHOOL OF MEDICINEUNIVERSITY OF COLORADOJuly 1, 2016
RULES OF THE SCHOOL OF MEDICINETABLE OF CONTENTSPAGEPREAMBLE .5MISSION STATEMENTS .6ARTICLE I. ORGANIZATION .8A.Department, Divisions and Centers .81.Departments and Divisions .82.Formation or Dissolution of Centers, Divisions andDepartments and Transfer of Divisions .83.Department Organization .9A.Department Chairs .9B.Meetings and Reports .9C.Departmental Reviews .10D.Departmental Advisory Committee .10B.Faculty .101.General Faculty .102.Executive Faculty of the School of Medicine .103.Faculty Senate .114.Faculty Officers .125.Meetings and Ballots .13C.Executive and Administrative Officers .14D.Executive Committee.15E.Standing Committees .171.Committee Meetings .172.Committee Reports .173.Committee Membership.18ARTICLE II. FACULTY APPOINTMENTS, PROMOTION AND TENURE .18A.Department Chairpersons .18B.Division Heads.19C.Administrative Positions .19D.Types of Faculty Appointments .192
E.Full-Time Versus Clinical Faculty Appointments .201.Regular Faculty .202.Clinical Faculty .20F.Special Characteristics of the School of Medicine Relevant toPromotion and Tenure .20G.Faculty Ranks and Tenure in the School of Medicine .221.Regular Faculty Series.222.Clinical Practice Series .253.Research Professor Series .274.Clinical Faculty .285.Special Faculty Titles .296.Emeritus or Emerita Status .297.Tenure .308.Tenure Criteria .31H.Procedures for Appointment, Reappointment, Promotion andAward of Tenure .321.Departmental Review .322.First Level (School of Medicine) Review .343.Second Level (Chancellor’s) Review .37I.Rights and Responsibilities in Faculty Promotion and Development .38J.Sabbatical Assignments .41ARTICLE III. FUNCTIONS AND DUTIES OF STANDING COMMITTEES .41A.Committee on Admissions .41B.Curriculum Steering Committee .42C.Student Life Steering Committee .43D.Student Promotions Committee .44E.Student Research Committee .44F.Graduate Medical Education Committee .44G.Continuing Medical Education Committee .45H.Deans’ Advisory Committee .45I.Rules and Governance Committee .463
J.Committee on Clinical Appointments and Promotions .46K.Council on Diversity .46L.Faculty Promotions Committee .47ARTICLE IV. REQUIREMENTS FOR ADMISSION, PROMOTION ANDGRADUATION FROM THE SCHOOL OF MEDICINE .47ARTICLE V.FACULTY PERSONNEL POLICIES .47ARTICLE VI. CAMPUS-WIDE FACULTY GOVERNANCE .47ARTICLE VII. AMENDMENTS .47Appendix 1: Promotion Criteria Matrix .48Appendix 2: Research Professor Series: Criteria for Promotion .574
PREAMBLEThe Rules of the School of Medicine are designed to enable the faculty andadministration to work together to achieve the goals of the School of Medicine. TheseRules do not constitute a contract with the University of Colorado or the School ofMedicine, either expressed or implied. Nothing in these Rules should be read orconstrued to alter, amend, supercede or eliminate any provision or rule of the governinglaws of the Regents of the University of Colorado. These Rules may be amended atany time, in accordance with School of Medicine and University policies andprocedures.The powers and duties of faculty are defined in relationship to the administrationand the Board of Regents in the Laws of the Regents and in the University of ColoradoFaculty Senate Constitution. * According to these documents, “It is a guiding principle ofthe shared governance recognized by the Board of Regents that the faculty and theadministration shall collaborate in major decisions affecting the academic welfare of theuniversity. The nature of that collaboration, shared as appropriate with students andstaff, varies according to the nature of the discussion in question. The faculty takes thelead in decisions concerning selection of faculty, educational policy related to teaching,curriculum, research, academic ethics and other academic matters. The administrationtakes the lead in matters of internal operations and external relations of the university.”Additionally, the faculty shall collaborate with the campus and system administrationsand shall act jointly with the administration to make recommendations to the Presidentor Board of Regents in such areas as the evaluation of faculty, review of budget policiesand plans for resource allocation, review of new academic degree program proposalsand “in the making of other policy concerning the general academic welfare of theuniversity.” The Liaison Committee for Medical Education, the accrediting body for theMD program for the School of Medicine, also outlines several important principlesgoverning curriculum development and oversight. According to the LCME, “There mustbe a faculty committee that oversees the medical program as a whole and hasresponsibility for the overall design, management, integration, evaluation, andenhancement of a coherent and coordinated medical curriculum.” Further, the facultyof a medical education program must be responsible for the detailed design andimplementation of the components of the curriculum.”The Executive Faculty of the School of Medicine has the responsibility andauthority to develop the faculty governance structure within the School of Medicine.Accordingly, the School of Medicine Executive Faculty established the Rules of theSchool of Medicine, which specifically creates the Faculty Senate and outlines theroles, policies and operating procedures for this faculty governance body.*Theprinciples of shared governance are outlined in the Laws of the Regents (Article 5) l. The principles of shared governance are also outlined inArticles I, III and IV of the University of Colorado Faculty Senate Constitution. /.5
SCHOOL OF MEDICINE MISSION STATEMENTThe mission of the University of Colorado School of Medicine is to provide Colorado,the nation and the world with programs of excellence in:Education – through the provision of educational programs to medical students, alliedhealth students, graduate students and housestaff, practicing health professionals andthe public at large;Research – through the development of new knowledge in the basic and clinicalsciences, as well as in health policy and health care education;Clinical care – through state-of-the-art clinical programs which reflect the uniqueeducational environment of the University, as well as the needs of the patients it serves,and; andCommunity service – through sharing the School’s expertise and knowledge to enhancethe broader community, including our affiliated institutions, other health careprofessionals, alumni and other colleagues, and citizens of the state.DIVERSITY MISSION STATEMENTThe University of Colorado School of Medicine believes that diversity is a valuethat is central to its educational, research, service and health care missions. Therefore,the SOM is committed to recruiting and supporting a diverse student body, faculty andadministrative staff. The SOM adopts a definition of diversity that embraces race,ethnicity, gender, religion, sexual orientation, gender identity, socioeconomic status,political beliefs and disability. The definition of diversity also includes life experiences,record of service and employment and other talents and personal attributes that canenhance the scholarly and learning environment.The SOM shall strive to admit qualified students and appoint qualified residents,fellows, faculty, staff and administrators who represent diversity. The SOM also shalldevelop programs that are designed to: Promote the academic advancement andsuccess of minority students, house officers and faculty; enhance cultural and diversityinstruction throughout the curriculum; break down racial and ethnic stereotypes andpromote cross-cultural understanding; and promote unexplored research agendas andnew areas of scholarship. The SOM’s diversity programs also seek to enhancediversity and cultural competency in the health care workforce, improve access tohealth care for poor, minority and under-served populations and, ultimately, eliminateracial, ethnic and socioeconomic disparities in health and health services.The SOM will work with all departments and programs within the SOM, and withother University of Colorado campuses and their leaders, to achieve the goals outlinedabove and to promote a culture of inclusiveness, respect, communication andunderstanding. The SOM will support the goals of the University’s Vision 2010, thatseek to develop a University culture in which diversity and academic excellence areseen as inter-dependent.6
PROFESSIONALISM MISSION STATEMENTA climate of respect, civility and cooperation among students, house officers,faculty, administrators and staff is essential to achieving excellence in research,education, clinical care and university and community service. Therefore, the School ofMedicine places a high priority on professionalism. Under the umbrella ofprofessionalism lies an extended set of responsibilities that includes civil and courteousbehavior, respect for teachers, students, supporting staff and colleagues, open andhonest communication, respectful dissent, support for the School’s missions and activeand timely participation in education and mentoring activities.In all interactions with patients and their families, faculty are expected todemonstrate the core attitudes and behaviors that reflect the traditions of the professionof medicine and society’s trust. These include: compassion; respect for patients’privacy and dignity; altruism in patient care and in the pursuit and application ofknowledge; empathy; accountability; punctuality; sensitivity and responsiveness topatients’ age, culture, gender, ethnicity and disabilities; and responsiveness to society’sneeds. In all educational, research and clinical care settings, teachers and learners willwelcome and respect all religious, spiritual and political beliefs and will welcome andrespect patients, regardless of socioeconomic status, including those who areuninsured or non-English speaking.Faculty members are also expected to exhibit the characteristics of goodacademic and institutional citizenship by contributing to the teaching, service andadministrative activities of their department and the School. Faculty members areexpected to maintain a high level of scientific or clinical competence, as judged by theirpeers, and to demonstrate a dedication to life-long learning. Faculty are expected tocritically analyze, and avoid, activities that suggest a conflict of interest with their role asa clinician, scientist or educator. Faculty must also adhere to the highest standards ofacademic honesty and integrity. For example, truthfulness, completeness and accuracyare essential elements in medical and scientific writings, in representations of effort andin medical record documentation.Although these qualities and behaviors may be more difficult to evaluate thanresearch, scholarship, teaching and other traditional measures of academicperformance, they are critical to the missions of the School of Medicine.7
ARTICLE I. ORGANIZATIONA.Departments, Divisions and Centers1.A list of the departments, divisions and centers of the School of Medicineshall be maintained by the Associate Dean for Faculty Affairs and shall be madeavailable to all faculty, administrators, students and staff.2.Formation or Dissolution of Centers, Divisions and Departments andTransfer of Divisions and CentersWhen an administrative unit of the School of Medicine requests officialrecognition in the By-Laws as a center , division or department, a committee toconsider the request shall be formed in the following manner: The Dean and the FacultyOfficers shall appoint a committee of seven members (Professors and AssociateProfessors) with five members from basic science or clinical science departments (oneper department) if creation of a basic science or a clinical science unit, respectively, isbeing considered. The recommendation of this committee, accompanied byrecommendations from the Dean, shall be brought to the Executive Committee andthen the Faculty Senate for action. Approval by both bodies is required beforeforwarding the proposals to the Chancellor, President or Board of Regents, as requiredby University policies.The following will be considered by the involved bodies in theirdeliberation:a.The department or division will usually have a separate residencyor fellowship training program (recognized nationally) if a clinical department or aseparate graduate degree program (recognized nationally) if a basic sciencedepartment.b.A national precedent for center, division or departmental status forthe involved scientific area will have been established or a need for a new area can beclearly justified.c.The establishment of the new center, department or division can beshown to benefit the involved department(s) and the School of Medicine.Formation or dissolution of a center, department or division or transfer ofa division or center may be initiated by the Dean, the involved unit, or a petition signed There are a number of existing institutes and centers within the School of Medicine of importance to oneor more missions of the School. These centers and institutes were established to meet specific needs ofthe School of Medicine. Each has its own governance structure and financial arrangements with theSchool of Medicine. Although these centers and institutes may not have been designated by name, thecurrent document is not intended to alter their status within the School.8
by at least ten members of the Executive Faculty. Subsequent procedures will befollowed as noted for formation of a new center, division or department.3.Department OrganizationA.Department ChairsEach department shall have a chair who serves as the principal officer ofthe department and represents the department at executive committee meetings. Theresponsibilities of the chair are described, as follows, in the University of ColoradoAdministrative Policy Statement, “Roles and Responsibilities of Department Chairs(July 1, 2010): “The chair has the responsibility for providing leadership toward theachievement of the highest possible level of excellence in the teaching, research,service [and patient care] activities of the department. The chair is expected toarticulate the goals of the department, both within and outside the department, toarticulate the department’s actions or requests in pursuit of these aims, and to maintaina climate that is collegial, that respects diversity, that treats faculty, staff and learnersfairly and that is hospitable to creativity and innovation.” The chair has the explicitresponsibility to communicate effectively with faculty, to review faculty performanceregularly and to “ensure that faculty members are aware of the criteria prescribed forappointment, reappointment, promotion and tenure and to make appraisals andrecommendations in accordance with the procedures and principles stated in the Lawsof the Regents.” For all faculty members, including those employed by affiliatedinstitutions, department chairs must ensure: that adequate mentoring and careerdevelopment programs are in place; that faculty performance reviews are conductedregularly, in accordance with the procedures and principles stated in the Laws of theRegents and the University of Colorado Administrative Policy Statement on FacultyDevelopment and Mentoring; that faculty members are made aware of careerdevelopment resources, such as the Guide to Building a Dossier for Promotion andTenure, Promotion 101 courses, and seminars organized by the Office of FacultyAffairs and the Academy of Medical educators; and that all assistant professorsundergo a comprehensive academic (“mid-course”) review during their third or fourthyear in rank, in accordance with University policies. The chair is “expected to seek theadvice of departmental faculty colleagues in a systematic way, to provide for theconduct of departmental affairs in an
Jul 01, 2016 · The Rules of the School of Medicine are designed to enable the faculty and administration to work together to achieve the goals of the School of Medicine. These Rules do not constitute a contract with the University of Colorado or the School of Medicine, either expre
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
