Rush University Medical Center Faculty Handbook Fall 2015

Transcription

Rush University Medical Center
Faculty Handbook
Fall 2015
Original structure developed by
Rush University Council
Handbook design and editing by
Stephanie Sacriste, Director,
University Affairs
Fall 2015
Rush is a not-for-profit health care, education and research enterprise comprising Rush University Medical Center, Rush University, Rush Oak Park Hospital and Rush Health.
Page 2
Introduction
An appointment as a faculty member at a
university medical center, with its emphasis
on the patient care, and the discovery and
dissemination of knowledge about
treatment, is a challenge and a privilege we
all cherish. To assure a smooth functioning
of the whole, we have, of course, adopted
formalized procedures and rules. This
Faculty Handbook attempts to minimize
the time and effort needed to become
familiar with Rush policies that define your
obligations and support you in your roles as an educator.
Aspects of University governance, benefits, and institutional support seem to frequently change.
The Faculty Handbook is intended to serve as a guide with respect to the resources and services
available to the faculty. It does not constitute a contract of employment and the University
reserves the right to add, amend, delete or deviate from any specifications herein at any time and
to apply the changes to the Faculty of Rush University. The Handbook provides a summary of
those aspects of University governance of particular interest to faculty. If you need to review
procedures such as college governance documents, planning of new programs, grievances, or
other contractually binding processes, please refer to the full text of applicable policies.
Compliance policies and procedures, while of critical importance, are not included in this
document, but are available on the Rush website.
This edition of the Rush University Faculty Handbook contains policies and procedures pertinent
to faculty at Rush University as of October 2015. These policies and
procedures are subject to change at any time. Revisions to the Faculty
Handbook will be undertaken periodically. The Handbook will be
available only online as a PDF. Rush University faculty members are
responsible for checking the website to keep abreast of alterations and
additions. Changes to the Handbook will be included as promptly as
possible so that the University community has the most current
description of policies and procedures available at all times.
It is my hope this fourth edition of the Faculty Handbook will aid your
work within Rush as we endeavor to help our faculty capitalize on the
richness of the many disciplines that we encompass.
Thomas A. Deutsch, M.D.
Provost, Rush University
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Table of Contents
History………………………………………………………………………………………...…...…...7
Mission……………………………………………………………………………………………...…..8
Vision……………………………………………………………………………………………...….....8
Values……………………………………………………………………………………………...…....8
Diversity Leadership Group…………………………………………………………………..8
Office of Equal Opportunity…………………………………………………………………...8
Philanthropy………………………………………………………………………………………….9
Office of Legal Affairs……………………………………………………………………………..9
Structure……………………………………………………………………………………………..10
Rush University
History……………………………………………………………………………………………...…10
Mission……………………………………………………………………………………………......10
Vision……………………………………………………………………………………………...…..10
Core Values………………………………………………………………………………………….11
Structure……………………………………………………………………………………………..11
Academic Programs…………………………………………………………………………….12
Facts At A Glance…………………………………………………………………………………13
Office of Alumni Relations…………………………………………………………………..15
Governance
University Administration…………………………………………………………………..16
University Rules for Governance…………………………………………………………17
University Council……………………………………………………………………………….17
University Standing Committees………………………………………………………….17
University Relations…………………………………………………………………………….17
Rush Medical College…………………………………………………………………………...18
Rush Medical College Policies and Procedures…………………………………….18
Rush Medical College Staff Office…………………………………………………………18
Rush Medical College Standing Committees………………………………………...19
Rush Medical College Academic Policies……………………………………………...20
Rush Medical College Academic Honesty……………………………………………..20
Rush Medical College Teacher-Learner Relationship…………………………..20
Rush Medical College Faculty Volunteer Opportunities……………………….21
Graduate Medical Education………………………………………………………………..21
Rush Medical College Diversity and Inclusion Statement…………………….21
College of Nursing………………………………………………………………………………..22
College of Nursing Policies and Procedures…………………………………………22
College of Nursing Standing Committees……………………………………………..22
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Table of Contents
College of Nursing Academic Policies………………………………………………….23
College of Health Sciences…………………………………………………………………..24
College of Health Sciences Policies and Procedures…………………………….24
College of Health Sciences Committees……………………………………………….25
Graduate College………………………………………………………………………………...26
Graduate College Academic Policies and Procedures…………………………..26
Graduate College Committees……………………………………………………………..26
Faculty Development
Office of Academic Affairs……………………………………………………………………27
Teaching Academy…………………………………………………………...…...…...…...….27
Faculty Awards……………………………………………………………………………………27
Rush Mentoring Program…………………………………………………………………….28
Research Mentoring Program……………………………………………………………...28
Education Mentoring Program…………………………………………………………….28
Post Doc Mentoring Program………………………...…………………………………….28
Interprofessional Continuing Education…………….………………………………..31
Faculty Service Opportunities
Community Service……………………………………………………………………………...32
Global Health……………………………………………………………………………………….33
Research
Office of Associate Provost, Research…………………………………………………..34
Structure……………………………………………………………………………………………..34
Research Affairs Policies and Procedures……………………………………………35
Research Cores……………………………………………………………………………………37
Comparative Research Center……………………………………………………………..45
Intellectual Property Office/ Copyrights……………………………………………..46
Clinical Trial Administration……………………………………………………………….47
Rush Research Portal…………………………………………………………………………..48
Research Compliance…………………………………………………………………………..49
University Services
Rush Library………………………………………………………………………………………..53
McCormick Educational Technology Center………………………………………...55
RU Connected………………………………………………………………………………………60
RU Connected Portal……………………………………………………………………………60
International Services…………………………………………………………………...…....61
Rush Photo Group………………………………………………………………………………..61
Rush University Simulation Lab…………………………………………………………..62
Office of Institutional Research, Assessment and Accreditation………….62
Rush University Bookstore……………………………………………………………….…65
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Table of Contents
Division of Student Affairs
Associate Provost, Student Affairs……………………………………………………….66
Office of Registrar….…………………………………………………………………………….66
Student Life………………………………………………………………………………………….66
International Services…………………………………………………………………………67
Financial Aid……………………………………………………………………………………….67
Financial Affairs Office………………………………………………………………………..67
Privacy and Confidentiality and FERPA……………………………………………….68
University Counseling Center………………………………………………………………69
Security……………………………………………………………………………………………….69
Human Resources
Employee Resources……………………………………………………………………………70
Leap…………………………………………………………………………………………………….70
Faculty Recruitment……………………………………………………………………………70
Appendix
Rules of Governance Rush University………………………………………………….72
Rush Medical College Policies and Procedures……………………………………97
Rush Medical College Teacher Learner Relationship…………………………109
Special Committee on the RMC Environment (SCORE)………….……………113
College of Nursing Policies and Procedures……………………………………….114
College of Nursing Faculty Appointments & Promotion Policies………..156
College of Health Sciences Policies & Procedures………………………………167
College of Health Sciences Strategic Plan…………………………………………..200
College of Health Sciences COSFAP Policies & Procedures…………………212
College of Health Sciences Curriculum Policies & Procedures…………...220
College of Health Sciences Program Plan …………………………………………..221
Graduate College Policies & Procedures……………………………………………264
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Chapter 1
Organization
History
With a history spanning 175 years, Rush has been part of the Chicago landscape longer than any
other health care institution in the city. In fact, Rush Medical College received its charter on
March 2, 1837, two days before the city of Chicago was incorporated. Its founder, Daniel
Brainard, MD, named the school in honor of Benjamin Rush, MD, the only physician with
medical school training to sign the Declaration of Independence. Rush Medical College was the
first medical school in Chicago, and one of the earliest in the Midwest.
The early Rush faculty, nationally recognized for its expertise, engaged in patient care, research
and teaching, and was associated with a number of scientific developments and new clinical
procedures. The Rush faculty established a teaching hospital, Presbyterian Hospital, with the
support of local Presbyterian congregations in 1883. Presbyterian Hospital School of Nursing
was founded in 1903.
Rush Medical College was affiliated with the University of Chicago from 1898 to 1941.
Following the end of this affiliation, Rush Medical College closed its doors in 1942.
Meanwhile, St. Luke’s Hospital, located on the 1400 blocks of South Michigan and Indiana
avenues, was founded in 1864. The St. Luke’s Hospital School of Nursing was established in
1885. St. Luke’s merged with Presbyterian Hospital to form Presbyterian-St. Luke’s Hospital
in 1956. Their nursing schools also united to create the Presbyterian-St. Luke’s Hospital
School of Nursing.
In 1969, Rush Medical College reactivated its charter and merged with Presbyterian-St. Luke’s
Hospital to form Rush-Presbyterian-St. Luke’s Medical Center. Rush University, which now
includes colleges of medicine, nursing, health sciences and research training, was established in
1972.
Our institution officially changed its name in September 2003 to Rush University Medical
Center, to reflect the important role education and research play in its patient care mission.
Rush University Medical Center’s newest additions to its campus include the Tower, an
innovative 376-bed hospital building, and the Orthopedic Building
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Mission
The mission of Rush University Medical Center is to provide the very best care for our patients.
Our education and research endeavors, community service programs and relationships with other
hospitals are dedicated to enhancing excellence in patient care for the diverse communities of the
Chicago area, now and in the future.
Vision
Rush University Medical Center will be recognized as the medical center of choice in the
Chicago area and among the very best clinical centers in the United States.
Values
Rush University Medical Center's core values — innovation, collaboration, accountability,
respect and excellence — are the roadmap to our mission and vision. These five values, known
as our I CARE values, convey the philosophy behind every decision Rush employees make.
Rush employees also commit themselves to executing these values with compassion. This
translates into a dedication — shared by all members of the Rush community — to providing
the highest quality patient care.
Diversity Leadership Group
In traditional institutional circles, diversity and inclusion are treated as values of secondary
importance: a desirable, but not critical, trait in an organization --- something out of the
mainstream of what counts toward an organization’s performance and reputation. At Rush,
however, we passionately believe that promoting equity and inclusiveness for all individuals in
our organization is crucial to successfully living our mission.
Office of Equal Opportunity
Established in 1974, the Office for Equal Opportunity resides in the Office of Government
Affairs, to whom the Manager of Diversity & Inclusion, Community Employment Liaison
reports. The Office for Equal Opportunity oversees and supports any Rush endeavor that
encourages and ensures a diverse and engaged workforce by working closely with any
department or committee, within the medical center and university, around creating institutional
goals and programs to enhance and support Rush’s efforts in maintaining diversity and Inclusion
across all levels of collaborations and interactions.
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Philanthropy
The Office of Philanthropy at Rush University Medical Center seeks funds from and maintains
ongoing relationships with individuals, private charitable foundations and corporate foundations
interested in supporting medical research, community health projects, and scholarships. The
Office of Philanthropy's staff works closely with Rush professionals in finance, sponsored
projects, legal affairs and other areas throughout the medical center to ensure that fundraising
practices and reporting are compliant with internal procedures and IRS requirements regarding
charitable donations.
Office of Legal Affairs
The mission of the Office of Legal Affairs at Rush University Medical Center is to protect the
interests of the Rush Medical Center and University by serving as accessible legal advisors and
counselors, identifying legal issues and opportunities, providing considered legal advice and
facilitating practical solutions to legal problems. The Office of Legal Affairs handles a variety of
matters for the Medical Center and University, including but not limited to, the review of all
contracts/arrangements.
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Rush University
History
Founded in 1972, Rush University has expanded from one college and fewer than 100 students to
four colleges and more than 2,000 students. The University includes Rush Medical College, the
College of Nursing, the College of Health Sciences and the Graduate College.
Offering more than 30 unique degree or certificate options in medicine, nursing, allied health
and biomedical research, Rush is a small, private university integrated within Rush University
Medical Center in Chicago, Illinois.
Rush University is known for its practitioner-teacher model, translational research, nurturing
academic environment and focus on community and global health.
Based on rankings in the most recent edition of U.S.News & World Report's "America's Best
Graduate Schools," Rush University is a top-ranked university with an exclusive health science
focus.
Mission
The mission of Rush University is to teach, study and provide the highest quality health care,
using a unique and multi-disciplinary practitioner-teacher model for health sciences education
and research, while reflecting the diversity of our communities in its programs, faculty, students
and service.
Vision
Rush University will use a practitioner-teacher model to develop health care leaders who
collaboratively translate and develop knowledge into outstanding health care outcomes.
Core Values
As the academic component of Rush University Medical Center, the University shares the
Medical Center’s core values: innovation, collaboration, accountability, respect and excellence.
These I CARE values guide the efforts of Rush University students, faculty and researchers.
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Structure
Page 11
Academic Programs
www.rushu.rush.edu/academics
Rush Medical College
• Doctor of Medicine (MD)
College of Nursing
• Bachelor of Science in Nursing (BSN)
• Master of Science in Nursing (MSN)
• Doctor of Nursing Practice (DNP)
• Nursing (PhD) (see The Graduate College)
• Post-Master's (certificate)
College of Health Sciences
• Clinical Laboratory Sciences (BS, MS and certificates)
• Clinical Laboratory Management (MS)
• Clinical Nutrition (MS)
• Communication Disorders and Sciences (MS and AuD)
• Healthcare Ethics (MA and certificate)
• Health Systems Management (MS)
• Imaging Sciences (BS)
• Medical Physics (MS)
• Occupational Therapy (MS)
• Perfusion Technology (BS and MS)
• Physician Assistant Studies (MS)
• Religion, Health and Human Values (Clinical Pastoral Education certificate)
• Research Administration (MS)
• Respiratory Care (BS and MS)
• Specialist in Blood Bank (certificate)
• Vascular Ultrasound and Technology (BS)
• Health Sciences (PhD – see the Graduate College)
The Graduate College
•
•
•
•
•
•
•
•
•
•
Anatomy and Cell Biology (MS and PhD)
Biochemistry (MS and PhD)
Biotechnology (MS)
Clinical Research (MS)
Immunology/Microbiology (MS and PhD)
Medical Physics (MS and PhD)
Neuroscience (PhD)
Nursing (PhD)
Pharmacology (MS and PhD)
Molecular Biophysics and Physiology (PhD)
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Office of Alumni Relations
Rush University Office of Alumni Relations connects its alumni with their alma mater through
events, programs and communications. If you are interested in having an alumnus serve as a
speaker or preceptor, obtaining alumni lists, or sharing your research with the alumni
community, you may contact the Office of Alumni Relations at (312) 942-7199
or alumni@rush.edu. Visit www.rushu.rush.edu/alumni to learn more.
Page 17
Chapter 2
Rush University Leadership
University Administration:
Larry J. Goodman, MD
President
Michael Frechette, MA
Director, Student Financial Aid
Thomas A. Deutsch, MD
Provost
Sharon D. Gates
Senior Director, Community Engagement
Marquis Foreman, PhD, RN, FAAN
Dean, College of Nursing
Mary Grantner
Director, Interprofessional Continuing Education
K. Ranga Rama Krishnan, MB, ChB
Dean, Rush Medical College
Chris Kanakis
Director, University Facilities, General Education
Resources and Quick Copy Center
Charlotte Royeen, PhD, OTR/L FAOTA
Dean, College of Health Sciences
James L. Mulshine, MD
Acting Dean, Graduate College
Richard K. Davis
Chief Business Officer
Michael J. Kremer, PhD
Co-Director, Rush Center for Clinical Skills and
Simulation
Bill Richert
Manager, Rush Photo Group and Media Services
Susanna Chubinskaya, PhD
Associate Provost for Academic Affairs
A. David Rivera, MAT
Acting Director, Student Information Systems and
Operations
Joshua J. Jacobs, MD
Associate Provost for Research Affairs
Stephanie Sacriste, MBA
Director, University Affairs
Martha Clare Morris, ScD
Assistant Provost for Community Research
Giselle Sandi, PhD
Director, Mentoring Programs
Rosemarie Suhayda, PhD
Associate Provost for Institutional Research,
Assessment and Accreditation
Michelle Sergel
Co-Director, Rush Center for Clinical Skills and
Simulation
Gayle Ward, JD
Associate Provost for Student Affairs and
Associate Vice President
Hilarie Terebessy, PhD
Director, Counseling Center
Ryan Nagdeman,
Associate Vice President, Marketing and
University Relations
LeManuel L. Bitsoi, EdD
Director, Student Diversity and Multicultural
Affairs
Angela Branson
Director, Student Life and Engagement
Frank Tomsic, MS
Director, McCormick Educational Technology
Center (METC)
Stephanie Wang, MD
Director, Global Health
Brenda Weddington
University Registrar
Page 18
University Rules for Governance
The Rush University Rules for Governance establish overall University policies and structures
within which the colleges formulate their own policies and procedures. The major sections of the
University rules include Faculty Organization; Student Affairs; Privileges and Responsibilities of
the Faculty and Students; Creation or Dissolution of Colleges; and Amendment Procedures.
The Rules for Governance were approved by a vote of the faculty in April of 2010. Shortly
thereafter, they were approved by the Rush University Board of Overseers May 11, 2010 and in
July 2010 the Board of Trustees provided the final approval. The approved document is located
in the appendix and can also be accessed here.
University Council
The University Council is the senior advisory body of Rush University. It provides
recommendations to the Provost concerning the organization, governance, policies, and
administration of the University. The council is composed of faculty and students from each of
the four colleges of the University and represents the interests of all members of the Rush
academic community. The council meets quarterly and all meetings are open to the community
at large.
The 2014 - 2015 University Council Chair is Michael J. Kremer, Professor, Adult Health and
Gerontology Nursing. Meeting dates, minutes, members and more are available to Rush
University faculty, students and staff on the RUConnected
portal. Contact ru_connected_help@rush.edu for portal support.
University Standing Committees
University Assessment Committee
Policies and Procedures Committee
University Student Disability Assessment Team
University Curriculum Committee
University Relations
Please visit Rush University Marketing Resources to find template documents that support
communications, meetings and marketing needs. For questions about these resources to start
something new, please contact Ryan Nagdeman, director for university relations, at
(312) 942-5551 or at ryan_nagdeman@rush.edu.
Rush Medical College is named for Benjamin Rush, a physician from Pennsylvania who was a
signer of the Declaration of Independence. Rush Medical College was chartered in 1837 and
opened officially on December 4, 1843, with 22 students enrolled in a 16-week course. During
its first century of operation, more than 10,000 physicians received their training at Rush
Medical College. The college was affiliated with the University of Chicago from 1898 until
1942, when it temporarily suspended its educational program, though it continued its corporate
existence. Its faculty continued undergraduate and graduate teaching of medicine and the
biological sciences as members of the faculty of the University of Illinois. In 1969, the medical
college became part of the Medical Center and reactivated its charter. The college reopened in
1971 and achieved full enrollment by 1976. Since 1971, the college has awarded 4,467 doctor of
medicine degrees.
Rush Medical College Policies and Procedures
The Policies and Procedures for the Faculty and Students of Rush Medical College for the Rules
for Governance of Rush University ("Policies") were extensively revised by an ad hoc committee
of faculty leaders over many years and were approved by the Board of Trustees on June 7, 2012.
These policies are intended to support the Rush University Rules for Governance, which call for
each college to create policies and procedures for certain sections of the rules. Because these
policies refer to specific articles and sections in the Rush University Rules for Governance, a
complete understanding requires referencing the document.
Rush Medical College Staff Office
The Medical Staff Office provides support for the Medical Staff Organization and is located in
Room 458-D of the Armour Academic Center. We can be reached by phone at (312) 942-5496,
by fax at (312) 942-3068, or via email at: Medical_Staff_Office_@rush.edu.
Personnel:
Sherald Leonard, M.D., Medical Staff Director
Kate Engel, CPMSM, Director
Mona Lisa McCants, Credentialing Coordinator
Officers of the Medical Staff:
President: Steven Gitelis, M.D.
President Elect: Dino Rumoro, M.D.
Medical Staff Secretary: Jonathan Myers, M.D.
Treasurer: Jochen Reiser, M.D.
Past President: Catherine Dimou, M.D.
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Rush Medical College Standing Committees
Committees exist within the structure of Rush Medical College to assure the appropriate
involvement of faculty and students in the various activities of the college. Except for the Rush
Medical College Student Council, each committee includes representation from both faculty and
students.
Faculty Council
This committee is the senior representative body within Rush Medical College. The membership
includes nine professors, three associate professors, three assistant professors, three instructors or
assistants, and one student from each of the four classes, each chosen by vote of the
corresponding constituency.
Committee on Committees
This committee has as its primary responsibility the nomination of individuals to serve on the
various standing committees of Rush Medical College. The committee is also responsible for
dealing with grievances presented by members of the Rush Medical College community.
Committee on Admissions
Members of this committee are responsible for recommending students to the Dean for
admission to the Rush Medical College. The duties of the committee members include but are
not limited to, setting the admissions criteria which will enhance academic excellence,
interviewing candidates, and selecting the applicants who will be offered acceptance to Rush
Medical College.
Committee on Curriculum and Evaluation (CCE)
This committee is responsible for the design, content and evaluation of the courses and
curriculum. With the assistance of course directors, the committee administers surveys to the
students which evaluate course content, delivery and faculty performance. An annual report is
produced for each course within the medical college curriculum. This annual report recommends
changes to the course for consideration of the CCE.
Committee on Senior Faculty Appointments and Promotions (COSFAP)
The function of this committee is to review recommendations submitted by chairpersons for
appointments or promotions of faculty members to academic ranks of indefinite terms in Rush
Medical College. Recommendations for appointments or promotions are then submitted to the
Office of the Dean for further action. Policies and Procedures for this committee and the
template for Curriculum Vitae can be found here.
Committee on Student Affairs (COSA)
This committee is concerned with non-curricular needs of Rush Medical College students. Its
regular responsibilities include an annual evaluation of the effectiveness and adequacy of
programs and services available to students, improvement of current programs, and initiation of
new activities when their need is recognized. The committee works closely with the Office of
Student Affairs.
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Committee on Student Evaluation and Promotion (COSEP)
This committee is responsible for developing policies concerning student status, evaluation and
promotion; reviewing the academic performance of Rush Medical College students; making
recommendations to the Faculty Council and Dean concerning promotion, graduation and
dismissal of students; and determining requirements for remedial action for students who have
failed medical college courses.
Rush Medical College Academic Policies
Academic Policies within Rush Medical College assure the appropriate involvement of faculty
and students in the academic activities of the college. These policies include items such as course
credit, professionalism standards, grades as well as many others which can be found here.
Rush Medical College Student Honor Code and Academic Honesty
Rush Medical College students affirm their commitment to the Rush Medical College Honor
code defined as “adhering to academic and personal integrity, sound moral character, and
respect for the rights and dignity of others ”. This code is consistent with our aspirations as
future physicians to uphold values of responsible and professional behavior and honesty in
dealing with academics, patients and colleagues.
This Honor Code sets the standards for expected behavior and professionalism at Rush Medical
College. Commitment to these standards is expected of all matriculating students and represents
a commitment to our future as successful physicians. This commitment is a shared responsibility
of faculty, staff, and students in the Rush University community to ensure the highest standards
of behavior, whether this is in the classroom or in the clinical setting.
Rush Medical College Teacher-Learner Relationship
Rush Medical College has a long-standing tradition of valuing and creating a productive and
positive learning environment for its students – this environment is an institutional asset that is
vital to carrying out our missions in teaching, patient care, and research. The relationship
between teachers and learners should be based on mutual trust, respect, and responsibility. The
expectations for maintaining a professional teacher-learner relationship are relevant to all faculty,
residents, staff, and students who participate in educational activities in the classroom,
laboratory, research, or clinical settings where there is a focus on education, patient care, and
ethical conduct. (See Appendix page 256)
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Rush Medical College Faculty Volunteer Opportunities
The Student Continuity Experience (SCE) program provides a setting and a two-year,
longitudinal opportunity for a medical student to work with real patients in a continuity of care
practice. Preceptors must be willing: a) to mentor students for two half-days per month, for a
period of two years; b) to work directly with students to achieve the program objectives; c) to
assess and evaluate student attendance, motivation, interpersonal skills, effort and commitment;
d) to provide feedback regarding the program.
Graduate Medical Education
Residency and fellowship training is an exciting phase in a physician's education, when clinical
skills and professional identity are developed and refined. Click on the “Graduate Medical
Education” title to learn about the vital role of house officers in our health care community.
Rush Medical College Diversity and Inclusion Statement
Rush Medical College (RMC) embraces the Rush University Medical Center (RUMC) Diversity
Leadership Council vision for diversity and the American Association of Medical Colleges’
commitment to increasing diversity in medical schools. Recognizing that diversity and inclusion
enhance the medical education environment and ultimately the overall health of our community,
RMC seeks to create and support an environment in which faculty, staff, and medical students
combine their differing backgrounds, diverse perspectives, and unique skills as they work with
peers to solve problems, enhance their ability to work with patients, and develop new, effective
ways to manage health, conduct research, and deliver care.
RMC strives to enroll a highly qualified and richly diverse student body through holistic review
and individual consideration of the potential contributions that applicants with different
backgrounds, cultures, perspectives, races, ethnicities, characteristics, and personal experiences
would make to the educational experience of all students and to the school’s cultural, social, and
learning environment. RMC seeks to attain a learning environment that better reflects its
community through increased representation of groups that are underrepresented in medicine in
RMC’s surrounding communities. Along with remaining committed to applicants from
backgrounds traditionally underrepresented in medicine, RMC considers diversity in economic,
geographic, gender, age, sexual orientation, racial and ethnic backgrounds as important factors in
not only creating a diverse community but also influencing an applicant’s potential to succeed as
a physician in our rapidly changing and diverse society.
To this end, the RMC Committee on Admissions annually identifies factors for consideration in
building a diverse student body. Further, RMC’s Faculty Council, utilizing information provided
by the Committee on Admissions and other data, is committed to implementing programs and
initiatives designed to meet these stated diversity goals.
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College of Nursing
The College of Nursing represents a combined heritage dating back to the late nineteenth
century, when its first antecedent, the St. Luke’s Hospital Training School of Nursing, opened in
1885 to offer diploma education to nurses. In 1903, the Presbyterian Hospital School of Nursing
accepted its first students. From 1956 to 1968, nurses were taught at the merged Presbyterian-St.
Luke’s Hospital School of Nursing. More than 7,000 nurses had graduated from these three
predecessor schools by the time the Rush University College of Nursing was established in 1972
following the merger of Presbyterian-St. Luke’s Hospital with Rush Medical College. Since
then, the College of Nursing has awarded 6,944 baccalaureate, master’s and doctoral degrees.
Mission
The mission of the College of Nursing of Rush University is to set a national standard for
excellence in the education of nurses, lead the development and application of clinically-relevant
science, and create service strategies for meeting the health needs of a diverse society. This
mission is supported within a dynamic, multidisciplinary institutional culture in which education,
research, and clinical practice are unified.
College of Nursing Policies and Procedures
These policies are intended to support the Rush University Rules for Governance, which call for
each college to create policies and procedures for certain sections of the rules. Because these
policies refer to specific articles and sections in the Rush University Rules for Governance, a
complete understanding requires referencing the document. See the approved document in the
appendix section.
College of Nursing Standing Committees
Faculty Senate
Faculty Senate is the governing body for the faculty and operates as the Committee on
Committees. The senate has ten members representing each academic rank level, as well as
members from the faculty-at-large. Members of this body are elected annually and the senate
elects its own chairperson. Two student representatives also serve on the senate.
Standing Committees
The standing committees of the College of Nursing assist with the work of the college. Members
of the committees are elected by the total faculty every June. The committees include the
following:
Admissions and Progressions Committee
This committee is responsible for the review of all applicants to the College of Nursing and
maintaining the admission standards and policies for all nursing programs. This joint committee
is also charged with oversight of the progression standards and policies for all nursing programs,
and for the progress and performance review of all students. There are twelve members on this
committee, including two student representatives.
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Curriculum
There is a curriculum committee for the undergraduate program and also one for the graduate
program. These committees serve as the monitoring resource for the curriculum. The committees
review all new courses and/or major changes in the curriculum, establish and monitor
methodology for curriculum evaluation and provide overall consistency for curriculum
development. There are six members on each committee plus one student voting member.
Committee on Cultural Diversity
This committee is involved with the recruitment and retention of students and faculty from
minority groups and data collection and research in relation to affirmative action activities and
progress. There are five members on this committee, including two student representatives.
Faculty Appointments and Promotions Committee
This committee acts upon the appointments and promotions of faculty in accordance with the
Rules for Governance. There are six members on this committee, representing junior and senior
faculty members. The policies and procedures for this committee can be found here.
College of Nursing Academic Policies
Academic Policies within the College of Nursing assure the appropriate involvement of faculty
and students in the academic activities of the college. These policies include items such as
absence policies, exams, readmission as well as many others which can be found here.
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The College of Health Sciences, established in 1975, traces its origins to the School of Medical
Technology sponsored by Presbyterian-St. Luke’s Hospital from 1959 to 1972. This school was
the second largest of its kind in the city of Chicago. During its operation, it provided a one-year
professional internship program to more than 200 baccalaureate students in medical technology.
Today, the College of Health Sciences offers a doctoral program in audiology, 11 master’s
degree programs and five bachelor’s degree programs. The College of Health Sciences has
awarded more than 2,771 baccalaureate, master’s and doctoral degrees.
Mission
The mission of the College of Health Sciences is to advance the quality and availability of health
care through excellence in education, research and scholarship, service and patient care. The
College promotes the values of diversity, access and inclusion in all of its endeavors.
Vision
The College of Health Sciences at Rush University will be a world class school of allied health
sciences whose programs are recognized as among the best in the United States.
College of Health Sciences Policies and Procedures
The College of Health Sciences centers around departments and programs, each headed by a
department chairperson and program director who reports to the College dean.
The senior administrative and policy body of the College is the Chair's Council, made up of the
chairpersons from each of the College's departments, and a representative from the Faculty
Council. The senior representative body of the College is the Faculty Council, comprised of two
faculty members elected from each department. Meetings of the Faculty Council are ordinarily
held quarterly. Faculty may propose agenda items, and guests are welcome by invitation. The
College of Health Sciences Policies and Procedures are located here.
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College of Health Sciences Standing Committees
The Dean may appoint special committees and task forces of the College to meet specific
College needs, such as strategic planning. A list of standing committees is provided below:
Curriculum Committee
Student Government Association (SGA)
Diversity Committee
Marketing and Student Recruitment
Faculty Council
Program Review and Outcomes Assessment
Committee on Senior Faculty Appointments
and Promotions (COSFAP)
Scholarships and Stipends
Faculty Development for Teaching
Faculty Research Development
CHS Reps to the University Council
PhD Steering Committee
Imaging Sciences Steering Committee
Interdisciplinary Education
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Graduate College
The Graduate College was established as a separate academic unit in January 1981,
having previously been organized as the graduate school within the College of Health Sciences.
The Graduate College provides educational programs in the basic sciences and offers master’s
and doctoral degrees in eight disciplines. Since its inception, the Graduate College has awarded
552 degrees.
Mission
The primary mission of The Graduate College of Rush University is to promote and assure
excellence in educational programs in selected disciplines of the medical sciences. The Graduate
College promotes cooperative efforts in achieving high quality educational and research
programs to prepare students for successful careers and life-long professional development.
Graduate College Academic Policies and Procedures
The Graduate College adopts college-wide policies and procedures and reviews division
regulations. Students follow the college and division policies in effect at the time of initial
matriculation in The Graduate College. However, The Graduate College reserves the right to
make substantive changes in its programs after the student's matriculation. Students will be
informed in writing by the division director of any changes made during their tenure in the
program. Students re-entering the college after an absence will be guided by policies and
procedures in effect at the time of re-entry.
Graduate College Standing Committees
The Graduate College Council
The Graduate College Council is the senior representative body for The Graduate College. The
committee is comprised of all program directors, an elected representative from each division,
and two elected student representatives. The Graduate College Council is chaired by the Dean of
The Graduate College. Only elected members are allowed to vote.
This committee reviews all courses and programs of study, including new programs and courses,
and makes recommendations to The Graduate College Council.
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Chapter 3
Faculty Development
Office of Academic Affairs
Mission
Promote academic professional development of faculty, trainees, staff and students aligned with
the University mission.
Three focal areas/initiatives:
1. Faculty Affairs
2. Mentoring Programs
3. Global Health
Teaching Academy
All Rush University faculty are invited to participate in the 2013-2014 Teaching Academy
Workshops/Seminars Series beginning July 16, 2013. The Teaching Academy Series will be held
every third Tuesday of the month from noon to 1 p.m. in room 994 of the Armour Academic
Center. Lunch will be provided.
RSVP here for this event. Contact Stephanie Sacriste, Department Manager, Office of Academic
Affairs at academic_affairs@rush.edu or (312) 563-6395 for more information. We look
forward to seeing you!
Faculty Awards
The Provost’s Office and the Office of Academic Affairs established the Rush Faculty
Excellence Awards!
Excellence in Education
Excellence in Research
Excellence in Clinical Service
Leadership in Community Service
Excellence in Mentoring
The awards will be presented at the Annual Faculty Recognition Reception June 23, 2015 to be
held in Room 500 (Garden Room) from 3-5pm. For questions or to rsvp, contact the Office of
Academic Affairs at academic_affairs@rush.edu or (312) 563-6395.
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Rush Mentoring Programs
The Research Mentoring Program was established in 2006 to prepare junior investigators to lead
funded translational research programs. The program is open to residents, fellows and all faculty
members at Rush University Medical Center and John H. Stroger, Jr. Hospital of Cook County.
The program is designed to enable mentees to
1. Develop testable, health-related research questions;
2. Develop novel and fundable methods to study complex biomedical and behavioral health
problems;
3. Work collaboratively on interdisciplinary research teams that include basic, clinical and
community-based population scientists as well as experts in biomedical informatics;
4. Conduct funded original research synthesizing basic and clinical science specific to the
research topic;
5. Develop a funded, sustainable program of translational research that will directly improve
the health of the nation; and
6. Increase the likelihood that innovations will be implemented and improve the nation's
health by disseminating findings beyond the scientific community. This entails
employing presentations and publications targeted to various audiences, including
clinicians, researchers and consumers.
Research Mentoring Program
The program has three translational research tracks: clinical (outcomes, behavioral interventions,
decision-making, communication, and patient safety), population (community-based
participatory research, provider-based research networks), and laboratory. More than 70 senior
faculty members with a wealth of research, teaching, and clinical expertise from both Rush and
Stroger serve as mentors. A wide range of resources are available, including data management,
statistical support, professional grant writing and manuscript editing, graphics/presentation
consulting, and other research support. The program also offers regular workshops and seminars
in a variety of areas, such as identifying funding sources, grantsmanship and writing skills,
statistics and databases, and career development.
Residents, fellows and all faculty members interested in joining the Research Mentoring
Program are required to have at least 20 percent protected research time from their departments.
Each mentee must also agree to dedicate an additional 25 percent effort and work very closely
with a senior mentor. Each mentee's entry into the program depends upon program leaders
identifying an appropriate mentor match.
Educational Mentoring Program
The REMP provides experienced and dedicated mentorship for educators and educational
scholars who engage in educational scholarly activities in support of Rush University’s mission.
It offers a comprehensive range of resources designed to strengthen the educator’s teaching
portfolio and/or to support educational scholarship. The program has two tracks: an ‘education
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track’ focused on teaching and learning and an ‘educational scholars’ track focused on
conducting educational research, publishing, and acquiring funding.
Mentees who wish to join the REMP should be nominated by their department and be currently
involved or plan to be in education and/or educational research. They should notify the Office of
Mentoring Programs and information about the next REMP Group meeting will be provided.
Rush Postdoctoral Mentoring Program
Mentoring is the social foundation of research. It is the mentor who has the potential to draw the
best from the junior person by acting as an adviser, teacher, role model, motivational friend, and
supportive advocate. It is an ideal way to pass ethical and professional values to the generation
following, and yet most research organizations do not directly address it as a core responsibility.
Institutions that commit themselves to long term development and progress cannot afford to
forsake the cultivation of an encouraging, jointly supportive environment. A key element in that
cultivation process is the mutually respectful and mindful relationship between mentor and
trainee. With that in mind, the Rush Postdoctoral Society (RSP) was founded in 2013 in order to
facilitate community building for postdocs at Rush University. The purpose of the RPS is to be a
representative for the National Postdoctoral Association (NPA) on the Rush University campus.
As such, we support the national goals of NPA. At the local level, we provide a voice for Rush
postdocs, when necessary, while also providing education to help both new postdocs transition
into Rush and those leaving Rush to transition into their new careers. We also provide a
community in which postdocs can share their ideas, concerns, and socialize with their peers.
Finally, as the official NPA chapter, the RPS will also provide access to the NPA network and all
of the associated resources available to members. Career development seminars, workshops, and
social events are organized monthly at Rush and in collaboration with other institutions, such as
the University of Chicago, Northwestern, University of Illinois at Chicago, and Argonne
National Laboratory. All postdocs and research fellows are welcome and encourage to attend all
events and to join the NPA free of charge as Rush is a sustaining member.
Rush Women Mentoring Program
In an era of intensifying competition for talent, achieving and retaining a diverse work force is
becoming an increasingly important factor in the success of any institution. Recognizing this, the
Office of Academic Affairs, in collaboration with the Office of Mentoring Programs, established
the Rush Women Mentoring Program (RWMP). Its overall objective is to create and sustain a
comprehensive program that facilitates women faculty members’ pursuit of specific career goals
within a supportive and engaging environment at Rush University Medical Center.
This new program equips female faculty members with skills to help them manage a wide range
of interpersonal and professional interactions through the following:
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Fostering a coherent system of professional development that accounts for individual needs and
career pathways
Adding to the scholarly knowledge base regarding learning styles in the medical sciences
through reinforcement of infrastructure
1. Using peer mentoring to nurture a sense of community among women faculty members
2. Supporting a culture that is conducive to inter-professional collaboration and partnership
3. Assisting women faculty in their promotion through academic ranks and into leadership
positions
4. Increasing visibility of women faculty and their successes within the Rush community
5. Facilitating development of policies and concrete tools to promote work flexibility and
work/life balance among women faculty
Research has shown that a sense of belonging is particularly important for women’s success,
especially for junior faculty. The RWMP provides that sense by increasing diversity awareness
and strengthening organizational systems and procedures, in addition to piloting new initiatives
to retain and advance more women at Rush.
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Interprofessional Continuing Education
Mission Statement
The Interprofessional Continuing Education Office provides continuing education programs that
advance Rush University Medical Center’s practitioners’ contributions to quality healthcare,
enhance professional growth and positions Rush as a leader in providing continuing education to
the larger healthcare community. This is accomplished through alignment with Rush’s mission,
strategic plan and quality improvement measures and adherence to continuing education best
practices and national accreditation regulations.
The Office of Interprofessional Continuing Education (IPCE) is an integral part of Rush's efforts
to provide the highest quality learning activities that lead to excellence in patient care. IPCE
helps Rush’s faculty and clinicians develop and deliver accredited continuing education in all of
the following disciplines: Medicine, Nursing, Nutrition, Occupational therapy, Physical therapy,
Psychology, Respiratory therapy, Social work, and Speech-audiology.
IPCE has recently expanded its electronic services. In addition to its home web
page, www.rushu.rush.edu/ipce
IPCE offers an opportunity to electronically track continuing education credits, register for
upcoming CE offerings, and view recorded events http://cmetracker.net/RUSH/Enduring .
Rush is accredited by the Accreditation Council for Continuing Medical Education (ACCME),
the American Nurses Credentialing Center’s (ANCC) Commission on Accreditation Standards,
and the Illinois Department of Professional Regulation. Accreditation by other disciplines and/or
specialties can be obtained with IPCE’s assistance.
In addition to assuring compliance with these accrediting bodies, IPCE staff can assist in needs
assessments, course development, and the gathering and analysis of outcomes data.
If you would like to develop an accredited course in any or all of these disciplines, contact
Interprofessional Continuing Education, Rush University, 710 S Paulina JRB 234, Chicago,
Illinois 60612 (Telephone: 312-942-7119; E-mail: CE_office@rush.edu)
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toring Program
Chapter 4
Faculty Service Opportunities
Community Service
Community Engagement & Healthcare Partnerships
The mission of the Community Engagement and Healthcare Partnership office is to enable and
support Rush University Medical Center in fulfilling its commitments to the local community
and to improve the health status of Rush’s diverse neighboring communities.
We will achieve our mission by:
•
•
•
•
Assessment of community health needs and coordination of Rush resources and programs
that address needs
Ongoing evaluation to monitor Rush program effectiveness in meeting community needs
program objectives; through reporting and communication for internal and external
audiences
Development of effective community partnerships focused on access, health promotion,
and pipeline programs for health care careers
Coordination and provision of community-based experiences for Rush students to
enhance their ability to care for diverse populations
Rush Community Service Initiative Program (RCSIP)
The mission of Rush Community Service Initiative Program is to provide community based
volunteer experiences for Rush students that enhance their ability to work in teams, develop
patient relationships, care for diverse populations, and to provide targeted services based on
community need.
We will achieve our mission by.
•
•
•
Aligning volunteer experiences with the findings of the Rush community health needs
assessment
Developing community programs that focus on access, health promotion, and pipeline
programs for health care careers
Accessing the outcomes of community programs
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Global Health
Vision
Advance ongoing involvement and develop new programs with global health initiatives that
could have a mutual benefit from the voluntary assistance of Rush students, residents, fellows,
faculty and staff.
Dominican Republic & Haiti
•
•
Seven annual medical service trips (Dominican Republic 4, Haiti 3)
Residents, students, & volunteers in primary care, nursing, and physical therapy.
Applications available in June.
Rush University Belize Immersion Experience (RUBIE)
•
•
One trip per year
Only 10 students and 4 faculty/staff per trip
M4 Elective Information:
•
Students who are registered for the M4 elective are eligible for travel funding depending on
availability of funds
Annual Global Health Symposia 2015
•
February 9-12, 2015
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Chapter 5
Research
Office of Associate Provost, Research
Rush is committed to fostering centers of excellence that combine clinical, basic and population
science to study areas of importance to the community. Several programs have been created to
support and encourage Rush investigators involved in more than 1,600 research studies,
including trials of new medical and surgical therapies. This site includes information for
prospective research participants, for research sponsors and for investigators, including links to
many online resources. The office is under the direction of Joshua J. Jacobs, MD, Associate
Provost.
Mission
Research at Rush is dedicated to the pursuit of outstanding biomedical research to advance
knowledge and optimize patient care.
Structure
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Policies and Procedures
The list below consists of the current policies and procedures for the protection of human
subjects at Rush.
HIPAA Privacy Procedures for Research- April 2011
HIPAA What is Considered Protected Health Information and/or Identifiable Information?
RA-IBC-001 Research Involving Recombinant or Synthetic Nucleic Acid Molecules
RA-IRB-100 Scope and Purpose of the Rush Institutional Review Board
RA-IRB-101 Appointment of IRB Members, Alternates, and Chairs
RA-IRB-102 Initial and Ongoing Training of Rush IRB Members and Administrative Staff
RA-IRB-102A Rush IRB Training Checklist
RA-IRB-103 Disclosure and Management of Conflicts of Interest by IRB Members
RA-IRB-103A IRB Member Conflict of Interest Disclosure Agreement
RA-IRB-104 Review of Research Activity that May Meet the Regulatory Criteria for Exempt
Status
RA-IRB-105 Expedited Initial Review of Research
RA-IRB-106 Initial Review of Research by the Full IRB
RA-IRB-107 Process of Obtaining Additional Expertise for IRB Review
RA-IRB-108 Requests for Third-Party Verification of Study Information
RA-IRB-109 IRB Authority to Impose Study Restrictions
RA-IRB-110 Modification or Amendment of IRB Approved Research
RA-IRB-111 Continuing Review of Approved, Ongoing Studies
RA-IRB-112 Lapse of IRB Approval for Ongoing Studies
RA-IRB-114 Research Involving Investigational Devices
RA-IRB-115 Research Involving Investigational Drugs
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subjects at Rush.
RA-IRB-116 Review and Approval of Study Advertisements and Other Recruitment Materials
RA-IRB-117 Finder's Fees and Bonus Payments
RA-IRB-118 Determining Whether an Activity is Research Involving Human Subjects
RA-IRB-118A Determination of Whether an Activity Constitutes Human Subjects Research
Form
RA-IRB-200 Elements and Documentation of Informed Consent for Research Subjects
RA-IRB-201 Alteration or Waiver of Informed Consent for Research Subjects
RA-IRB-202 Use of Translated Consent Documents for Research, Including 'Short Form'
Consents
RA-IRB-203 Research Involving Pregnant Women or Fetuses
RA-IRB-204 Research Involving Neonates of Uncertain Viability or Non-Viability
RA-IRB-205 Research Involving Stem Cells and Fetal Material, including Dead Fetuses and
Placenta
RA-IRB-206 Research Involving Children (Minors)
RA-IRB-207 Research Involving Prisoners or Other Legally Restricted Persons
RA-IRB-208 Research Involving Adults with Questionable Capacity to Consent
RA-IRB-209 Reporting and Review of Unanticipated Problems, Including Adverse Events
RA-IRB-210 Protocol Exceptions and Deviations
RA-IRB-211 Emergency Use of a Test Article
RA-IRB-212 Review of a Humanitarian Use Device
RA-IRB-213 Suspensions and Terminations of Approved Research
RA-IRB-300 Documentation and Storage of Minutes
RA-IRB-301 Maintenance of IRB Regulatory Files
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subjects at Rush.
RA-IRB-400 Training and Education Policy for Investigators and Relevant Research Personnel
RA-IRB-401 Reporting and Investigating Research Non-Compliance
RA-IRB-402 EQuIP Policy
RA-IRB-403 Policy on Governmental and Sponsor Audits
Research Cores
All the scientific cores have pricing structures that are advantageous for Rush investigators and
will therefore allow greater productivity per grant expenditure than comparable external facilities
operated by neighboring universities or commercial laboratories. With rare exceptions,
investigators can receive training to operate these facilities independently, thereby reducing the
labor charges associated with larger projects.
1. MicroCT/Histology Core (MCTHC). MicroCT is a non-destructive, x-ray based means of
constructing three-dimensional images of objects with natural or contrast-enhanced radioopacity. The laboratory has been used by intramural and extramural researchers for ex vivo
three-dimensional imaging of bone, cartilage, nerve, vascularity, and various biomaterials by PIs
from Rush and several universities across the U.S. There are two scanners in the lab. The
microCT40 (Scanco Model 40) has a nominal best resolution of 6 µm with a real resolution of
~9 µm (45-70 kVp); reconstructed image matrix of either 1024 x 1024 or 2048 x 2048; field of
view up to 37 mm and maximum scan length of 7 cm. The microCT50 (Scanco Model 50) has a
nominal best resolution of 0.5 µm with a real resolution of ~1 µm (40-90 kVp) and a maximum
scan length of 16 cm and field of view of 48 mm. Reconstructed image sizes can be as large as
8190 x 8190. Both instruments have an open VMS operating system; complete imaging
software for data acquisition, online/offline reconstruction, 3D visualization and animation, and
2D and 3D trabecular bone histomorphometry, database for tracking specimen processing and
archiving. Images can be exported in DICOM and TIFF formats and the histomorphometric data
can be readily downloaded to spreadsheets. The histology part of the core provides support for
preparing ground or thin sections from plastic-embedded, undecalcified bone specimens (often
containing a metal implant), as well as paraffin sections from decalcified specimens. The lab
also has the ability to perform histochemistry and immunohistochemistry. The
MicroCT/Histology Core is facilitated by Rick Sumner, Ph.D., chair of the Department of
Anatomy and Cell Biology.
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2. Flow Cytometry Core (FCC). As a centralized resource, the Flow Cytometry Core (FCC)
provides Rush researchers and those at neighboring institutions with the ability to perform multiparameter analysis and cell sorting on single-cell suspensions providing measurements of cell
morphology, phenotype, and function. Common applications of flow cytometry include
immunophenotyping, DNA cell cycle/tumor ploidy, membrane potential, cell viability/apoptosis,
intracellular protein staining, cell tracking and proliferation, and reactive oxygen species
measurements. Trained staff assist users with sample running, experimental design and data
analysis. The facility currently operates three Becton-Dickinson instruments: one dual-laser
FACSCalibur, one three-laser BD-LSR II analyzer, and one four-laser BD LSRFortessa. The
FACSCalibur flow cytometer is an end user-operated instrument with two lasers, permitting
measurement of four fluorescent and two light-scatter parameters. Trained users prepare and
acquire/analyze their own samples using a Macintosh G4 computer and either CellQuestTM or
FlowJo software. The LSR-II flow cytometer is a three-laser (405 nm, 488 nm, and 633 nm)
instrument capable of measuring up to twelve parameters (10 fluorescent and 2 light-scatter),
and is operator-assisted. The LSRFortessa flow cytometer is a four-laser (405 nm, 488 nm, 561
nm, and 640 nm) instrument capable of measuring up to sixteen parameters (14 fluorescent and 2
light-scatter), and is operator-assisted. Trained users bring prepared samples to the facility and
are assisted on their acquisition/analyses using the PC-based FACS DiVa or Macintosh-based
FlowJo software. Multiple analysis workstations are available at no charge for the purpose of
post-run analysis. These workstations offer both PC- and Macintosh-based analysis and are
installed with software for both FlowJo and FACS DiVa software. The flow cytometry core
was established in the Department of Immunology and Microbiology and is under the direction
of facilitator Amanda Marzo, Ph.D.
3. Rush Proteomics Core (RPC). The Rush Proteomics Core (RPC) provides a comprehensive
range of services for the design, execution and analysis of proteomics research. Applications
include the identification of proteins and antigens, serum profiling and discovery of novel
disease biomarkers, analysis of post-translational modifications, characterization of proteinprotein interactions, and identification of molecular pathways involved in health and disease.
The RPC supports the research of both junior and senior investigators and assists
clinical/translational researchers in conducting laboratory procedures. RPC services include:
(1) consultations on experimental design, post experiment analysis and guidance on the most
appropriate experimental platform for specific research objectives and data interpretation, (2)
training for self-service, and (3) performance of procedures as needed. RPC personnel
participate in several graduate-level courses to introduce basic proteomics methodology to
students and young investigators. Protein chemistry services include sample preparation
from simple and complex mixtures including serum, cell lines and tissue, as well as extraction
of diverse proteins from human and animal sources, using standard isolation, enrichment and
solubilization methods. The RPC develops protein fractionation protocols and provides assay
development as needed. Proteins are separated and detected using one- and two-dimensional
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gel electrophoresis, Western blot and image acquisition and bioinformatics analysis, and oneand two-dimensional nano-flow HPLC separation.
The facility also provides bioinformatics support using analytic software for gels and Western
blots (BioRad), biomarker discovery algorithms, protein database searches, and analysis of
microarray data from glass microarrays, as well as data analysis for the Affymetrix Gene chip
platform. An in-house Linux system is routinely used to analyze and store data. Bioconductor,
based on the R statistical program, is used for microarray and proteomic data analysis, and we
have the ability to write R programs for custom method development. Most of the NCBI tools
for genomic data analysis are installed, including several Blast programs and sequence
retrieval/analysis programs. The Core is also linked to the nearby University of Illinois Research
Resources Center (RRC; see below) for additional resources such as a Fourier transform mass
spectrometer.
The RPC facilitator is Dr. Chunxiang "Kevin" Zhang, M.D., Ph.D. and the facility is managed by
Seby Edassery M.S, a biotechnology and bioinformatics specialist with over 10 years experience
in molecular biology, proteomics and data analysis.
4. Rush Biomarker Development Core (RBDC). The Biomarkers Core provides a costeffective means to evaluate protein biomarkers (such as cytokines, growth factors, and
autoantibodies) in any biological specimen, including serum, plasma, synovial or cerebrospinal
fluids, urine, tissue or cell lysates, and conditioned media. All evaluations can be performed
with either absolute or relative quantitation, and will be performed using the Luminex xMAP
immunobead platform by highly-experienced experts trained by the Luminex Corporation. This
platform permits simultaneous quantification of up to 500 analytes from low microliter volumes
of sample. Early disease detection and monitoring of disease progression and treatment response
are principal applications. Commercial kits are available for a wide array of potential analytes by
multiple partners of the Luminex Corporation. Services range from performance and analysis of
existing assays by facility personnel to custom assay development/validation for virtually any
protein. Further, we can also work in concert with the Rush Proteomics Core toward
identification of novel biomarkers and their translation to the Luminex platform for validation
purposes and routine evaluations. The director of the RBDC is Jeffrey A. Borgia, Ph.D.
5. microRNA and Gene Expression Core (MRGEC). The microRNA and Gene Expression
Core is intended to facilitate research on the molecular pathogenesis of disease leading to drug
target development, molecular diagnosis, and molecular monitoring of treatment efficacy.
MRGEC is equipped with the Applied Biosystems HT7900 RT-PCR, which accommodates 384well plates and has fully robotic automatic loading capability. DataAssist data analysis software
is used. Supporting apparatus such as a NanoDrop DNA/RNA/protein spectrophotometer and a
full range of electrophoresis equipment, together with the BioRad GelDoc XR gel analysis and
documentation system, are also available. The services provided by MRGEC covers all aspects
of miRNA and gene expression analysis, from DNA/RNA/miRNA preparation, to microarray
miRNA and gene profiling, functional annotation analysis, and validation studies. It facilitates
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research at all levels, from clinical diagnostic studies to cutting-edge basic, discovery research.
The MRGEC facilitator and staff provide consultations to help researchers, especially
newcomers to genetics and molecular biology studies. The spectrum of support ranges from
investigator training in operation and troubleshooting of the apparatus to experimental
design/optimization. MRGEC encourages collaborations with researchers, and will provide
support to researchers during their grant application and help enhance their grant components of
miRNA and gene expression studies. The MRGEC facilitator is Dr. Chunxiang "Kevin" Zhang,
M.D., Ph.D. and the facility is managed by Seby Edassery.
6. The Live Animal Imaging Core Facility
Program Statement and System Capabilities. The IVIS Lumina II imaging system allows
monitoring of cellular activity (quantitative) through bioluminescent or fluorescent reporters in
live mice or rats. This system can be utilized to identify tumor development in studies aimed at
dissecting the molecular genetics of several types of cancer using mouse or rat models. The
imaging system allows the use of a smaller cohort of animals for the research as animals do not
need to be sacrificed to ascertain the presence of tumor lesions. The system offers non-invasive
longitudinal monitoring of:1) disease progression (e.g., tumor progression and metastasis)
2) tumor response and recurrence
3) cell trafficking and gene expression patterns in living animals
4) drug metabolism genes due to either the parent molecule or its metabolites.
A potentially greater use of this imaging system is in translational research involving therapeutic
trials using animal models for disease. It is hypothesized that compounds with demonstrated
efficacy on tumors developed 'in situ' in animal models will have a higher success rate after
translation to the clinic, as these scenarios will more faithfully recapitulate the conditions under
which human tumors grow. The ability to image tumors 'in situ' rapidly and with high sensitivity
using the IVIS imaging system, and the correlation between tumor size and the amount of
emitted light, indicate that the IVIS imaging system provides a mechanism to rapidly evaluate
potential therapeutic compounds. The imaging system can be likewise applied to any other
disease state in which disease burden can be quantified (e.g. the number of bacteria in the
systemic circulation). Other important applications include: infectious disease, inflammation,
gene therapy, stem cell biology, cardiovascular diseases, immunology and transplantation
biology.
System Specifications: The system comprises a light-tight imaging chamber, a high-sensitivity
cooled charge coupled device (CCD) camera, a cooling system for the camera, and proprietary
software (Living Image) that controls all of the system components. The IVIS Lumina II allows
imaging of up to 5 mice or 2 rats and can also accommodate Petri dishes or micro-titer plates for
in vitro imaging. The system is equipped with up to 21 filter sets that can be used to image
reporters that emit from green to near-infrared
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Access to the system is by login of registered users, the list of which is maintained by Dr. Jitesh
Pratap, facilitator.
7. IM RESEARCH AND DRUG DISCOVERY IMAGING CORE
The IM research CORE facilities consist of multiple state-of-the-art imaging, liquid handling,
high-throughput, and other analytical equipment. The list of equipment includes High-Content
Screening (HCS) Systems, Electron Microscopy (TEM/SEM), Confocal Microscopy, Live-Cell
Imaging, and Flow Cytometry. The facilities housing the equipment were entirely renovated in
2013 and early 2014 as part of Dr. Jochen Reiser and Dr. Vineet Gupta’s research laboratories
and occupy space on 1st and 7th floor of the Cohn building.
7A. High-Content Screening (HCS) Systems: The Core will oversee the operation of a Perkin
Elmer’s Opera HCS System, which offers the ultimate in high throughput, speed and resolution –
making it the ideal solution for flexible, scalable assay development and robust screening. The
Opera system utilizes Acapella high content imaging and analysis software and offers solutions
for apoptosis, calcium flux, cell cycle, cell differentiation, cell migration, cell proliferation, cell
shape changes, cytoskeletal rearrangement, cytotoxicity, fluorescence in situ hybridization
(FISH), lipid droplet analysis, neurite outgrowth, protein expression, receptor activation, RNAi
screening, signaling pathway analysis, and transcription factor. The HCS facility also has Perkin
Elmer’s JANUS automated workstation - a liquid handling platform that provides real-time and
future adaptability for augmented throughput, plate capacity and dynamic volume range. It
includes a gripper ‘pick and place’ robotic arm for automatic ‘on the fly’ switching of heads for
optimal precision pipetting and performance. JANUS with proprietary Modular Dispense
Technology (MDT) NanoHead dispense heads enhance assay miniaturization with 384-tip
processing down to 50 nL with C.V.s less than 13%. Also in the HCS facility, a BioTek plate
washer is available for washing cells in 96- and 384-well plates.
7B. Electron Microscopy: The Core Facility can provide researchers access to a scanning
electron microscope with transmission electron microscopy (TEM) capabilities. Services include
critical point drying and gold coating of EM samples. The Zeiss Sigma HDVP Electron
Microscope is a high definition imaging system capable of producing ultra high resolution
images with a resolution of up to 1nm. This scope features both high vacuum and variable
pressure modes, and is equipped with five different detectors including: a secondary electron
detector, a back scatter detector, an in-lens detector, a variable pressure secondary electron
detector, and a scanning transmission electron microscopy detector to image TEM tissue
sections. This instrument has an acceleration voltage range of 1kV-30kV and scan speeds up to
50ns per pixel. The SmartSEM software is capable of 4-D imaging, elemental mapping, remote
viewing, and is user friendly, offering a number of customizable preferences unique to each user.
Atlas Imaging software is also included, and enables automatic site to site scanning for mosaic
compositions. The room has been outfitted for magnetic interference cancellation, electrical
stability, and vibration reduction.
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7C. Confocal and Live Cell Microscopy: The Core will run a Confocal Facility, which is
equipped with a Zeiss LSM 700 including two spectral channels and a live cell imaging
workstation . The confocal microscope is based on an Axio Observer Z1 motorized inverted
microscope with four laser excitation lines from four solid-state diode lasers: 405nm, 488nm,
555nm, and 635nm. The instrument is equipped with a motorized scanning stage with controller.
It also has the Zeiss Definite Focus controller for extremely precise focus control during longterm conditions where focus drift is a problem. The Live Cell Imaging microscope is based on a
Zeiss Axiovert 200 and is equipped with a XL-3 Incubator, heated stage and is fitted with a CO2
-supplied cover plate. This incubation system enables precise temperature control for the entire
instrument and there is a heated stage insert for additional temperature control and CO 2 supply at
the specimen stage for extended imaging experiments. The instrument uses the Zeiss ZEN
Windows-based software, which is user-friendly and logical.
The IM Research CORE facilities are available for use by the RUMC community under the
directorship of Antonio Bianco, Ph.D., and the management of Steven Mangos, Ph.D. Access to
the facilities is restricted by swipe card access, which is only granted to approved, trained users
and staff. A 3 hour training and certification program is required for all users and is available
through the IM Research CORE Facilities Coordinator. For questions or procedures to gain
access to the facilities, scheduling, and costs, please contact Dr. Steven Mangos (x21937, steve_mangos@rush.edu).
8. The Biological Safety Level 3 (BSL3) Laboratory
The BSL3 facility (JS 1183) is a negative pressure biohazard containment facility that consists of
an anteroom (90 ft2) and laboratory (430 ft2). The facility was totally renovated in 2011 to
conform to current Biosafety in Microbiological and Biomedical Laboratories (CDC-NIH,
BMBL, 2007) standards for handling RG3 agents, large volume isolation of RG2 agents, as well as
new and uncharacterized pathogens when found or genetically modified human pathogens as
described in the current NIH OBA current guidelines covering “Recombinant or Synthetic Nucleic
Acid Molecules.” The facility would be invaluable as a support laboratory during a bioterrorism
event and RUMC’s response. The facility would also be useful for BSL2+ risk level experiments
such at the propagation of drug resistant Mycobacterium tuberculosis. The facility is recertified
annually to meet current CDC/NIH requirements. The facility is connected to RUMC
emergency power and is designed to maintain containment and security during emergency
conditions. All exhaust from the BSL3 is HEPA filtered before it is vented to the outside. A
Steris pass-through steam sterilizer between the vestibule and main laboratory is equipped with
appropriate biosafety collar, one-way pass through control, and backup steam generator. The main
laboratory consists of two work areas. On area has two biological safety cabinets (BSC), one 4
foot and one 6 foot, the other area has a single 6 foot BSC. The BSCs are certified annually by an
outside contractor. Each area has a dual chambered 37°C CO 2 incubator. Additional shared
equipment includes a 4°C refrigerator (24 ft3), a -30°C freezer (24 ft3), a -80°C freezer (20.4 ft3),
three high capacity table top centrifuges (two refrigerated), three micro-centrifuges (two
refrigerated), two microscopes, and a Coulter AcT10 cell counter. The refrigerator, the two
freezers, the incubators, and the room are equipped with micro-sensors that continuously monitor
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temperature and wirelessly transmit their data to a centralized computer as part of a Siemens
Checkpoint System, which automatically alerts specified people to any problems. The BSL-3
Laboratory is available for use by the RUMC community under the directorship of James W.
Bremer, Ph.D. Access to the BSL-3 facility is restricted by swipe card access which is only
granted to approved, trained staff. A 4-hour training and certification program is available and
required of all users.
9. Neighboring University Core Research Facilities. In addition to the in-house Cores
described above, Rush researchers have access to Core facilities at both the University of
Chicago and the University of Illinois at Chicago. Negotiated service rates are identical to those
for faculty of each institution.
9A University of Chicago (Office of Shared Research Facilities)
Core facilities include:
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3TMR Imaging Research Center
Animal Microsurgery Center
Biomolecular Nuclear Magnetic Resonance Core
Biophysics Core
Biostatistics Laboratory
Brain Research Imaging Center
cGMP Laboratory
Cytometry and Antibody Technology
Flow Cytometry Subcore
Monoclonal Antibody Subcore
DNA Sequencing and Genotyping
Electron Microscopy: Cryopreservation and Tomography
Electron Paramagnetic Resonance Imaging
Flow Cytometry Subcore
Genomics Core
DNA Sequencing and Genotyping
Human Immunological Monitoring Subcore
Human Tissue Research Center
IBD Nanobiology
Imaging, Computing, and Repository
Institute for Genomics and Systems Biology
Integrated Microscopy Core
Integrated Small Animal Imaging Research Resource
Electron Paramagnetic Resonance Imaging
Magnetic Resonance Imaging and Spectroscopy
Optical Imaging Core
PET/SPECT/CT Tomography
Veterinary Technology
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Magnetic Resonance Imaging and Spectroscopy
Mechanical-Technical Core
Monoclonal Antibody Subcore
Optical Imaging Core
PET/SPECT/CT Tomography
Pharmacology Core, Analytical
Pharmacology Core, Biofluids
Proteomics Core
Transgenic/ES Cell Technology
Veterinary Technology
9B.University of Illinois at Chicago (Research Resources Center)
Core facilities include:
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Behavioral Research Methods Shared Resource
Center for Cardiovascular Research Physiology Core
Core Genomics Facility
Confocal Microscopy Facility
Center for Structural Biology
DNA Services Facility
Electron Microscopy Service
Flow Cytometry Service
High-Throughput Screening
Molecular Interactions Laboratory
Macromolecular Structure Facility
Mass Spectrometry, Metabolomics & Proteomics Facility
Magnetic Resonance Imaging
Nanotechnology Core Facility
Nuclear Magnetic Resonance Lab
Protein Research Lab
Research Histology and Tissue Imaging Core
Small Animal Imaging
Scientific Computing Support
Scientific Instrument Shop
Scientific Supply Center
Transgenic Production/IVIS Imaging
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Comparative Research Center
Rush University Medical Center is committed to excellence in patient care, education and
research. In its commitment to excellence in these areas, the institution acknowledges the need
for continued use of animals in teaching, research and testing, and the undeniable link of animal
research to the advancement of biological and medical knowledge. Information and experience
that are gained through the use of animals has improved, and will continue to improve, the
quality and length of human and animal life.
Rush is committed to the judicious and humane care and use of animals in teaching, research and
testing. The use of animals at Rush is a privilege granted through the Institutional Animal Care
and Use Committee (IACUC), with moral, scientific and legal obligations for humane care and
treatment of the animals.
Rush will comply with all applicable provisions of the Animal Welfare Act, other federal statutes
and regulations relating to animals and any state statutes and regulations related to animals. As
the institution receives federal funding and has an approved "Assurance of Compliance with
Public Health Service (PHS) Policy on Humane Care and Use of Laboratory Animals," all
persons will strictly adhere to the provisions of the PHS policy and the Rush PHS assurance. As
the PHS policy covers all vertebrate animals, the institution's policies and procedures will apply
to all vertebrate animal use, regardless of the funding source. Rush is also guided by the "U.S.
Government Principles for the Utilization and Care of Vertebrate Animals Used in Testing,
Research, and Teaching," detailed in the PHS policy. All animal care and use will follow the
Guide for the Care and Use of Laboratory Animals (Guide). In situations where the regulations
enforcing the Animal Welfare Act are specific and more restrictive than the PHS policy, these
regulations will take precedence over the PHS policy.
Comparative Research Center (CRC) is located in state-of-the art facilities in the RUMC, Cohn
Building and occupies approximately 23,300 gross square feet. The Comparative Research
Center is responsible for implementing the Rush Animal Care and Use Program and managing
animal care facilities in accordance with the Guide. The Center's functions include procurement,
care and maintenance of all animals used in research, teaching and testing, and the provision of
professional advice to research and teaching staff.
Periodic assessment of the effectiveness of the CRC is provided at multiple levels by numerous
sources including, but not limited to: semiannual program review and inspection of the facility
by the Institutional Animal Care and Use Committee; annual performance reviews of CRC
personnel; annual unannounced inspections by a USDA Veterinary Medical Officer; triennial
site visits by the AAALAC International Council on Accreditation; and annual reporting to the
USDA, Office of Laboratory Animal Welfare (OLAW) and AAALAC.
Biospecimen Freezer Facility
Rush has a centrally-located, 2500-square foot freezer facility. The facility includes a mixture of
cryogenic storage units, -80°C mechanical freezers (many with liquid nitrogen backup cooling), 20°C freezers, and refrigeration units for large tissue samples. At present, 59 units are operating,
but this number will increase to 114 units and the foot print will expand to 5400 square feet when
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the second phase of the facility opens in 2014. Units are digitally monitored to give automatic
notification of temperature excursions or mechanical failure to both maintenance personnel and
to the response tree established by the investigator. Access to the facility is electronically
controlled and monitored. This facility provides improved security for specimen collections
including an Alzheimer’s brain tissue library, and preserves space in the investigators’
laboratories.
Office of Intellectual Properties/Copyrights
The Intellectual Property (IP) Office is responsible for managing the intellectual property assets
generated by research and educational activities at Rush. The IP office seeks to guide
technologies through the various stages of the commercialization process by providing services
that include evaluation, protection, marketing, and licensing of intellectual property.
The IP office protects faculty interests while advancing discoveries toward commercial
development. A high-performance team with a broad range of expertise under the direction of
Jay Vijayan, PhD, MBA provides a full suite of support services to ensure Rush invention
reaches its fullest potential. The IP office assists Rush faculty to:
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evaluate whether research results and inventions are patentable and navigate it through
the patenting process
protect intellectual property while protecting academic priorities, interests and values
effectively transfer discoveries and inventions from the laboratory into commercial
development
form collaborations with industrial partners for new sources of research sponsorship
monitor research and license agreements to ensure the development and
commercialization of your technologies
The IP office is passionate about its role at Rush and continues to endeavor to see Rush have a
strong impact on the next generation of biomedical technologies that will improve patient's lives.
For more information, contact:
Intellectual Property Office
707 S. Wood St.
Annex Building, Lower Level
Chicago, IL 60612
Phone: (312) 563-2732
Fax: (312) 942-2874
Jay Vijayan, PhD, MBA
Associate Director, Intellectual Property Office
Claudia Gatch, MBA
Administrative Assistant
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Clinical Trial Administration
Clinical Trial Administration within Research Affairs facilitates the timely execution and
completion of high-quality clinical research at Rush. This office provides a menu of services to
assist Rush investigators in opening clinical trials and managing them until conclusion. This unit
is growing and expanding to improve the current menu and assist in the growth of clinical
research at Rush University Medical Center.
Our services include facilitating:
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o Coverage Analysis
o Budget Development
o Contract Negotiation
Clinical Research Operations Support
o Policy and Procedure Development
o Sponsor Relationship Development
o Research Nursing Support
o Clinical Research Coordinator Support
o Regulatory Coordination Support
o Clinicaltrials.gov support
For more information, contact:
Clinical Trial Administration
707 S. Wood St.
Annex Building, Lower Level
Chicago, IL 60612
Phone: (312) 563-1994
Fax: (312) 942-2874
Allecia Harley, MPH
Associate Vice President, Research Affairs
Monique Austin
Administrative Assistant
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Rush Research Portal
The Rush Research Portal (RRP) is a better way to manage all aspects of the research submission
process. All new studies will be submitted electronically through the RRP. IRB studies that were
active prior to September 17, 2007 (legacy studies) have been uploaded into the system.
One of the many benefits of the RRP is it is accessible via the Internet, allowing a streamlined
approach to the submission, review and approval of research projects, even if the necessary
people are not physically here at Rush. The system will notify department approvers, IRB staff
and/or other study staff as the project advances through the system. This process eliminates the
need to submit 13 paper copies of studies to the IRB.
New components to the RRP are available. Coverage Analysis, Grants and Contracts can now be
created and submitted through the RRP. This will allow an even more efficient process linking
the IRB study, Coverage Analysis, Grants and Contracts in one central location. A Clinical Trials
Participant Tracking (CTPT) module is currently being built and should be released in the near
future.
To obtain a login ID for the RRP, all users are required to attend training. Training is available
every Friday in the lower level of the Annex building at 11 a.m.
Additional group training can be accommodated for those who cannot attend one of the Friday
sessions. Contact Antonio DeMarco at (312) 942-5097 or antonio_s_demarco@rush.edu to
arrange.
Additionally, all users are required to complete their mandatory training prior to having their
study reviewed by the IRB. The mandatory training is accessible through the Rush Leap On-Line
system. If you have any questions, or would like to check on the status of your training, please
contact Antonio DeMarco at (312) 942-5097 or antonio_s_demarco@rush.edu.
The RRP can be found at: https://www.rush.edu/researchportal
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The Office of Research Compliance (ORC)
The Office of Research Compliance (ORC) is under the direction of Stephanie C. Guzik, MBA,
BSN, RN. The ORC promotes a culture of compliance, research integrity, and high quality
research within the Rush community. Oversight of the regulatory (federal, state and local),
ethical and compliance aspects of research conducted at RUMC is a complex multidimensional
undertaking, and the ORC divides the responsibility for managing these dimensions across
operational areas. Although collaboration and consultation among the areas is a frequent
occurrence, each operational area has primary responsibility for a specific regulatory or
compliance area within the institution. The areas targeted for evaluation of compliance with
conducting research include but are not limited to:
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Human Research Protection Regulations
Effort Reporting
Financial Conflicts of Interest in Research
Clinical Trial Billing.
Scientific Misconduct
Intellectual Property
Sponsored Research/Grants/Contracts
Compliance Oversight Mechanisms. ORC oversight of compliance is accomplished through
policy review, education and training, directed audits, and periodic compliance reviews.
Directed audits are conducted in response to identified concerns to assess the Investigator’s
compliance with federal, state, and local laws, as well as Rush University and Rush IRB policies.
This process identifies areas for improvement, and makes recommendations based on existing
policies and procedures and best practices. Periodic compliance reviews are conducted using a
systematic method to review IRB-approved research and IRB records/activities on a regular
basis. Results of all directed audits and periodic compliance reviews are reported to the
Associate Vice President for Corporate Compliance, the Chief Compliance Officer, the
Associate Provost for Research, and the Director of Human Subject Protections and in certain
instances, the Audit Committee of the Board of Trustees.
Research Conflict of Interests (COI). The Office of Research Compliance is responsible for the
collection, review and management of interests that have the potential to impact an individual’s
professional or research responsibilities at RUMC. The goal of this program is to develop and
maintain processes for identifying and managing external interests in conjunction with the
Conflict of Individual Interest in Research (COIIR) Committee that have the potential to impact
an individual’s professional or research responsibilities.
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Scientific Misconduct. The Director of Research Compliance serves as the Research Integrity
Officer for RUMC and is responsible for reporting annually to DHHS’s Office of Research
Integrity about allegations and investigations of scientific misconduct. Scientific misconduct
means fabrication, falsification, or plagiarism in proposing, performing, or reviewing research, or
in reporting research results. Reporting suspected research misconduct is a shared and serious
responsibility of all members of the academic community. Any person who suspects research
misconduct has an obligation to report the allegation to the Research Integrity Officer.
Allegations are handled under procedures described in the University's “Scientific Integrity:
Addressing Allegations of Research Misconduct” policy. All reports are treated confidentially to
the extent possible, and no adverse action will be taken, either directly or indirectly, against a
person who makes such an allegation in good faith.
Biological Safety Program
Since 1997, Rush University Medical Center has operated an Institutional Biosafety Committee
(IBC) to review all research activities involving recombinant DNA or the deliberate infection of
experimental animals, as required by the NIH Guidelines for Research Involving Recombinant
DNA Molecules (rev. 2011) and by university policy. This 12-member committee chaired by
Amarjit Virdi, Ph.D. has cross-representation from the Institutional Animal Care and Use
Committee (IACUC) and from the division of Environmental Health and Safety (EHS).
Committee members include faculty from the departments of Immunology and Microbiology,
Anatomy and Physiology, Hematology, and Infectious Diseases. IBC business is conducted by
standing monthly convened meetings. The Biological Safety Officer (BSO), Ed R. Blazek,
Ph.D., SM (NRCM), pre-reviews applications to assist the investigator prior to official review by
the full committee, and reviews literature relevant to applications in service to the IBC. The IBC
maintains a database of approved programs as well as an informative web site, and submits
annual reports to the NIH Office of Biotechnology Activities. Investigators or their responsible
designees are trained in the shipping of dangerous materials by EHS. A mandatory web-based
Biosafety Training Program for both investigators and their laboratory personnel has been
established. Approved programs are subject to annual continuing review, and all laboratories of
IBC-approved programs are inspected by the BSO. Although the Select Agents Program is
deliberately inactive at this time because no investigator possesses non-exempt quantities of any
Select Agent, the BSO has been designated to become the institutional Responsible Official
should it become necessary to activate the Select Agents program. In addition, the BSO will
work with investigators to assess and ameliorate potential hazards of new classes of agents such
as nanoparticles.
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Radiation Safety Program
Rush University Medical Center has a Radiation Safety Program under the direction of Radiation
Safety Officer (RSO) Manjeet Hansra. A broad-based Radiation Safety Committee (RSC), as
required by the State of Illinois, is chaired by James C-H. Chu, Ph.D. All routine clinical and
research laboratory aspects of ionizing radiation use, such as dose monitoring, radiation
protection, nuclear medicine hygiene, and radioactive waste disposal, are managed by the RSO
under oversight by the RSC. A Subcommittee of the RSC advises the Institutional Review
Board on the Informed Consent language for clinical studies in which the radiation dose to
prospective research subjects will be changed by participation in a study.
Laser Safety Program
Rush University Medical Center has a Laser Safety Program under the direction of Clinical
Engineering Services, Gene A. Ward, Director and Randall E. Johnson, Laser Safety Officer
(LSO). The purpose of the program is provide clinical staff, researchers, students, patients, and
visitors with a safe laser use environment by managing the selection, use, and maintenance of
lasers and laser-containing systems at Rush University Medical Center and Rush University
Medical Group. This program implements guidelines to ensure that no laser radiation in excess
of the maximum permissible exposure (MPE) limit reaches the eye or skin of clinical staff,
students, patients, and visitors. Additional guidelines ensure adequate protection against nonbeam hazards that can be associated with the use of lasers: risk of electrical shock, explosions,
fire, and exposure to harmful chemicals or biological hazards. The program also conducts
relevant educational programs, performs work place inspections including those used for clinical
procedures, and inspects and repairs laser equipment, documenting maintenance histories to
satisfy applicable regulations. Program responsibilities are drawn from guidelines established by
the American National Standards Institute (ANSI) standard Z136.1-2007, ANSI standards for the
Safe Use of Lasers and standard Z-136.5-2009, ANSI standard for Safe Use of Lasers in
Educational Institutions, and FDA CFR 1040.10. The Program complies with the Illinois
Emergency Management Agency (IEMA) regulations for acquisition, registration, use, transfer,
and disposal of class 3b and 4 lasers. A Laser Safety Committee, (LSC), as required by ANSI
and IEMA is chaired by Gene A. Ward. Its purpose is to advise on laser activity and
enforcement of operational policies and procedures at Rush.
The Rush Research Mentoring Program
The Research Mentoring Program was established July 26, 2006 in order to provide advanced
mentoring by funded NIH investigators to an ever-growing population of young faculty. The
goal of the program is to prepare junior faculty members at Rush and Stroger Hospital of Cook
County to lead funded programs of translational research. To help junior faculty members
become independent researchers, the program relies on two primary mechanisms: good
mentoring and resource infrastructure. Mentees are paired with at least one externally funded,
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experienced, and committed lead mentor who works very closely with the mentee on her/his
research project; many mentees also have interdisciplinary mentoring teams. The program’s
resources include: statistical analysis, data management, professional grant writing and
manuscript editing, graphics consultation, grants administration, support staff, monthly “in-house
study section” meetings, weekly mentee writing groups, monthly workshops and seminars on a
variety of research-related and grant-writing topics, a lending library, and an annual retreat. The
program also coordinates assistance with the business components of grant applications such as
budgeting, Institutional Review Board applications, sub-contracting, letters of support, and actual
application uploading and/or submission. Mentees are nominated to the program by their section
heads/chiefs with the commitment of least 20% protected research time. In addition, mentees are
expected to dedicate an additional 20% of their personal time for research. The program has
three translational research tracks - clinical, laboratory-based, and population-based. Each track
meets separately and all three tracks meet monthly in a combined program meeting where
mentees discuss their research in progress. The program has enjoyed university-wide popularity
and success. Among the ~73 lead mentees in the program, 53 have been awarded a total of ~$69
million in grants as principal investigator since joining the program (58 of the 102 grants are
NIH or DoD awards). Also, more than 800 manuscripts have been submitted, are in-press, or
have been published by mentees to date, since their joining the program. The program has more
than 80 active mentors. The program director is Giselle Sandi, Ph.D.
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Chapter 6
University Services
Library of Rush University Medical Center
The Library of Rush University Medical Center enjoys
a rich history of serving the education, patient care and
research needs of all students, faculty and staff at Rush.
Through the Library home page, faculty, students and
staff have access to more than 8,513 full-text electronic
journals, 112 databases, and more 5,968 electronic
books. Off-campus access is also available. For more
detailed information about the Library, read
our Library Guide.
Photo courtesy of Marketing Communications
ACCESS TO LIBRARY MATERIALS
All registered users of the Library can check out materials and use online resources. To register,
stop by the Library Services Desk (fifth floor, Armour Academic Center) or fill out
our Registration Form.
REMOTE ACCESS TO LIBRARY MATERIALS
Using a free proxy account, students, faculty, and staff of Rush University Medical Center may
access Library resources online such as full-text journals, databases, and electronic textbooks
from off-campus. Proxy accounts are for access to Library resources only. All students are
issued a library a proxy account at orientation. Users with a Rush Network ID or EPIC ID may
use that information in place of a proxy account.
INTERLIBRARY LOAN
Books, journal articles, and audiovisual materials not held by the Library can all be requested
from other institutions. Depending upon availability, interlibrary loans are processed via ILLiad
or the Illinois’ statewide library sharing program’s (I-SHARE) module, which is part of the
Library’s online catalog. Books and audiovisual materials obtainable through the I-SHARE
module generally arrive the quickest; however, nearly 80% of all requests are filled within 3
business days. There is no charge to Rush faculty, students and staff for this service. Under IShare arrangements, Rush library account holders can also walk into any I-Share library
(including the University of Illinois at Chicago) and check out materials with their Rush ID. For
details call (312) 942-5950.
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REFERENCE LIBRARIANS
Reference librarians are available to answer your questions by phone or email at 312-942-5950
or Lib_Ref@rush.edu. The Reference Department provides information services to all members
of the Rush community. By appointment we offer individual assistance with our databases,
bibliographic management software, etc. Please call the Library Services Desk at 312-942-5950
to set up an appointment for assistance. All workshops and consultations are free. Help is
available in person Monday-Thursday, 9am-7pm, and Friday, 9am-5pm.
CURRICULUM BASED INSTRUCTION
Librarians can meet with your students to provide an introduction to Library services, the
research process, searching databases and more. Classroom sessions can also be tailored to fit
your student’s needs and course assignments. Library tours are also available. Contact Jonna
Peterson, Reference Services Manager and Education Coordinator, at 312-942-2274.
RESERVES
Rush faculty may place required or recommended readings on reserve. Our electronic reserves
system, ERes, allows students to access their required readings online via our home page. Items
may be read online or downloaded for future use. Reserve materials are also available at the
Library Services desk, located on the fifth floor of the Library. The length of the lending period
depends on the particular item. Second copies of reserved books may be loaned out overnight if
they are checked out after 5:00 p.m. These items are due one hour after the Library opens on the
next day (including weekends). The fine for an overdue reserve book is $5.00 per hour. Contact
Jamel Darling at 312-942-2272 for more information about reserve procedures.
PURCHASE REQUESTS
The Library accepts book and journal purchase recommendations from faculty and offers a form
faculty can complete to recommend an item.
FACULTY PUBLICATIONS LIST
The Library also manages the Rush Faculty Publications List. This list contains publications by
Rush authors and affiliates by fiscal year. Entries have been edited to reflect the Rush Author,
Rush Department, and College. Data for this list is gathered monthly from Scopus. It includes
articles, books and book chapters, and conference proceedings. Articles are only included if an
author was affiliated with Rush at the time of publication.
For further information on any of the above services/resources, please contact the Library at 312942-5950 or Lib_Ref@rush.edu.
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The McCormick Educational Technology Center METC
The McCormick Educational Technology Center (METC), a department of the Library of Rush
University Medical Center, is a media, computer and educational support center. Its mission is to
facilitate university teaching and learning through the use of audiovisuals (AV), computer
software and instructional design.
The METC houses a large collection of videocassettes, DVDs, kits and streaming video, which
are available for student and faculty use.
The METC is home to three multimedia classrooms: Room 902 (capacity: 10), Room 903
(capacity: 40) and Room 908 (capacity: 16); and 3 media viewing rooms. Rush faculty can
reserve multimedia classrooms for classes and exams. Students can use viewing rooms for study
and group discussion. Entry into the computer lab(room917) is also available for students and
residents through a swipecard system. There are 3 printers in the METC. Software installed on
workstations includes the Microsoft Office suite, secure exam software, SPSS and specific
software requested by faculty for instruction. All METC workstations have Internet access.
Students have access on a first-come, first-served basis to the METC 24 hours a day (with a valid
Rush University I.D.). iPads, laptops, and audiocassette recorders are available to students for
limited checkout.
METC staff assist faculty in locating, previewing, and acquiring commercially produced
software and media for use within their courses.
The METC provides guidance and assistance to faculty who wish to provide more advanced
instructional materials to students. We offer collaborative support with audio/visual projects
using products such as Collaborate and Panopto. The METC assists faculty with providing
access to recorded lectures to post in RULearning (Blackboard), the university’s web-based
learning management system. The METC collaborates with Information Services to provide
Blackboard support for both faculty and students.
METC SERVICES FOR FACULTY
COMPUTER CLASSROOMS
The METC is home to three multimedia classrooms: Room 902 (capacity: 10), Room 903
(capacity: 40) and Room 908 (capacity: 16); and 3 media viewing rooms. Rush faculty can
reserve multimedia classrooms for classes and exams. There are 2 printers in the METC.
Software installed on workstations includes Microsoft Office suite, secure exam software, SPSS
and specific software requested by faculty for instruction. All METC workstations have Internet
access. Additional information regarding lab software can be found on the METC website.Rush
faculty can reserve computer classrooms by emailing your request
to registrars_scheduling@rush.edu
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TESTING
The workstations in the METC computer classrooms are used frequently for online testing. For
instructors using Blackboard to administer exams, the workstations in Room 902, Room 903 and
Room 908 and the main computer lab (917) are equipped with Respondus Lockdown Browser, a
program which provides security by refusing the launch of other programs on testing
workstations while a test is in progress. SofTest, the computer program used for ExamSoft
exams, is also installed on all workstations. For more information on online testing, contact Joe
Hausfeld, Computer Lab Manager, at 312-942-3611.
EXAM GRADING
The METC provides grading for OMR (bubble) exams. Instructors are asked to schedule
appointments to drop off exams for grading. For security reasons, exams can only be accepted or
disbursed by METC full-time employees weekdays from 8am-5pm. Scheduled exams are
guaranteed a 24-hour turnaround time. To obtain testing forms, schedule exam grading, or ask
questions, contact Rochelle L Dean, Computer Scanning Coordinator, at 312-942-6556.
EVALUATIONS/SURVEYS
Help with data collection research forms (e.g., surveys) is available through consultation with
METC staff. The METC provides support for both print and online evaluations and surveys for
University courses. Generic “bubble” forms are available for course evaluations which can be
tailored to your needs and scanned just like exams. If evaluations are scheduled in advance, the
guaranteed turnaround time is two weeks.
The METC provides access to a series of Survey Monkey accounts, allowing students and
faculty to easily facilitate online survey projects. A few departments are now using this tool to
send and receive course evaluations through e-mail. For more information on both print and
online assessment options please contact Rochelle L Dean, Computer Scanning Coordinator, at
312-942-6556.
INSTRUCTIONAL DESIGN
The METC provides the services of two instructional designers who can offer one-on-one
consultation and assistance on best practices in instructional design: defining learning objectives,
planning and designing instructional activities, developing curricular projects with technology
integration and assessing learning outcomes. Instructors may use Blackboard to provide students
with course materials, discussion boards, online exams, virtual chat, and more. The degree to
which Blackboard is used in a course varies. Some courses may be conducted entirely online
through Blackboard, without any on-campus sessions while others may use Blackboard as a
supplement to face-to-face sessions. Contact Heidy Zhao at 312-942-8304 or lei_zhao@rush.edu,
or Harbert Jones at 312-942-2568 or harbert_jones@rush.edu.
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AUDIOVISUAL/SOFTWARE PREVIEW AND SELECTION
The METC is budgeted to support the purchase of audiovisual and educational software for
course instruction. Expert guidance is provided to faculty in the research, evaluation, and
implementation of these educational materials which are housed in the METC facility or on its
network. An appointment with Joe Hausfeld, Computer Lab Manager, can help determine the
types of audiovisual/software programs that are available for the type of topics you wish to
cover. He can also help determine whether software requested will work with the current
network configuration of our lab. Contact Joe Hausfeld at 312-942- 3611. Sarah Clark-Williams,
Media Acquisitions Coordinator, can arrange to bring in items for you to preview. Contact Sarah
Clark-Williams at 312-942-3565.
RESERVE MATERIALS
Just as with the Library, the METC can place items on Reserve for courses to make them readily
available to students. Materials placed on reserve only for the academic session requested. Due
to space considerations, items cannot be placed on “permanent reserve.” For questions regarding
placing audiovisuals on reserve in the METC, please contact Jaime Lopez, Media Cataloger, at
312-942-1974.
E-mail
To obtain any user account to Rush’s electronic systems, the account request form must be
submitted by the user's Rush manager or sponsor. Upon receiving the application, Information
Services facilitates the creation of accounts and will communicate the system User IDs and
Passwords to the requesting manager via email. The Rush network is accessible throughout the
Medical Center as well as from off-site locations using remote access authentication.
Below is the link to the account request form:
http://accountrequest.rush.edu/accountprovisioningweb/
If you need remote access to the Rush network, your manager/department chair can request this
access through the account request form. There is a one-time fee for this license and a cost-center
must be identified on the application.
E-mail Account Eligibility
Rush Information Services provides all Rush employees (with employee numbers) and
physicians (with Rush doctor numbers) with e-mail and network accounts.
E-mail Client Software
Microsoft’s Outlook is the official corporate e-mail software for Rush.
All Multifunctional terminals (MFTs) and mobile computers on the patient care units have
internet access and are able to access Outlook email via the web email version of their account.
The URL is webemail.rush.edu.
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Email policies
The following policies cover aspects of your use of any Rush-provided email account.
User name/password
When you receive an email account, you are given a user name and a unique password. Sharing
your account is not permitted. Attempting to gain access to another’s password could subject you
to disciplinary action. The posting of email messages with sexually explicit images, or posting of
emails containing language which may be construed as harassment or disparagement of others
based on their race, national origin, sex, sexual orientation, age, religious beliefs, or political
beliefs could also be cause for discipline.
User account passwords must contain a minimum of eight characters and contain at least three of
the following four characteristics:
• One lowercase alphabetical letter (e.g., a, g, q)
• One uppercase alphabetical letter (e.g., A, G, Q)
• One number (e.g., 1, 5, 9)
• One special character (e.g., @, #, %, !, .)
Spamming
Indiscriminate sending of large amounts of unsolicited email (or an unsolicited email such as on
a controversial topic which will provoke a large amount of feedback) to promote a product,
service, or idea is not allowed. Doing so could result in suspension of your login and password.
Responsibility
Whenever you send an email message, your email address and message-origination host name
are included in the message. You are responsible for email originating from your account.
Interference with others’ email
Email belongs to the recipient. A user's mailbox is treated in the same manner as any other file
belonging to that user. Attempts to read, delete, copy, or modify the email of other users could
subject the user to disciplinary action.
Faculty should be aware that Rush University creates an e-mail account for each student when
the student registers for his/her first quarter. Students are expected to check their e-mail accounts
with regular frequency since Rush University considers e-mail an official means of
communication. Often, students are notified of important news and deadlines (such as financial
aid, registration and graduation information) via the campus e-mail system. Students are also
instructed to use their Rush e-mail account to communicate with faculty and staff versus sending
an e-mail using a personal e-mail account. Should a student send you email from a personal
account, please remind them that they should use their Outlook account to communicate with
you.
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Except where specified, Rush University students will have all accounts terminated upon
graduation and/or when they leave the university, including their e-mail accounts.
Should problems arise with your e-mail account, contact the Help Desk at 312-942-4357 or via
e-mail at help@rush.edu.
Tips on "smart computing" from Rush Information Services.
Did you know that you may be inviting significant computer problems by simply downloading a
screen saver or weather tracker from the Web? These may be malicious software or "spyware"
that can threaten data security and consume substantial support resources. While most computer
users are familiar with some of the other forms of malicious software such as viruses, many
virtually invite spyware onto their workstations by visiting sites or downloading free programs
such as screen savers, weather trackers and the like. Spyware can track Web sites you visit and
even keystrokes you make - such as passwords or credit card numbers. The software then reports
this information back to another server. In the most benign case, this recording and reporting is a
marketing nuisance that slows your machine. One spyware program may cause another to load,
completely using all processing power on the infected workstation.
Clinical Systems accounts:
Faculty members with clinical responsibilities will also need to get access to the various clinical
systems (e.g. EPIC) and should contact the Information Services Help Desk at 312-942-4357 or
via e-mail at help@rush.edu.
Blackboard
Blackboard is Rush University's course management system. It is a web-based course tool that
can be used to meet a variety of instructional goals. Blackboard allows Rush University to
deliver some of its degree programs completely online thus eliminating the need for a student to
be physically located in Chicago. Faculty may also use Blackboard as a repository for links and
other course information (such as the course syllabus) they prefer to be password protected.
More Blackboard information for faculty can be obtained online.
Faculty planning to use Blackboard need to submit a letter from their department to verify their
appointment as a faculty member with Thyra Jackson in the Vice Provost’s office. They will be
entered into the University Information System. The Registrar’s Office staff can then request a
Blackboard account to be assigned as well as creation of a Blackboard “shell” for their courses.
To log into Blackboard, go to http://rulearning.rush.edu, click on the log into Blackboard link,
and enter your username and password.
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Faculty-Staff profiles
The Rush University website includes faculty/staff profiles. Faculty and staff can fill out a
template (available online) which is given to the departmental page manager. The
department/college Web page manager will add faculty/staff profiles after a faculty or staff
person submits a completed profile template document.
These faculty and staff profiles can be searched. From this Web page you can navigate to the
faculty and staff profiles for colleges, departments, the Library, and student service areas. You
can also perform a search of faculty/staff profiles on research areas, laboratory techniques, and
faculty/staff name.
RU Connected
The RUConnected Portal is your one-stop shop for accessing all University systems and campus
resources, including financial aid, billing information, student life and campus housing.
Also available is the Guide for Faculty to RUConnected.
Forgotten passwords: To retrieve your password, please contact the Rush Help Desk at
(312) 942-HELP (4357).
Problems? If you are having difficulty accessing RUConnected and need help, send an e-mail
message to ru_connected_help@rush.edu. Please provide your full name, phone number, and, if
you know it, your User ID. Please also tell us which Web browser you are using.
RU Portal
RUConnected is Rush University's internal web portal. The RUConnected Portal was
implemented to facilitate communication and collaboration within and between departments, as
well as make the online experience easier and more convenient for faculty, staff and students.
Integration
One of the goals of the portal is to bring together the most used information and applications into
one centralized location for users.
Communication
Another primary goal of the portal is to engage users through current and targeted internal
communications. The portal will provide a centralized location for information pertaining to
university events, with the goal of increased attendance at University events and decreased
reliance on email for communications.
Collaboration
Perhaps the most powerful feature of the Rush University Portal is its potential for collaboration.
This is done through personalized Team Sites. Sites can be requested by committees, special
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project teams, departments, student organizations, etc. These sites are accessible only by their
members, and, unlike read-only information sites, members can contribute content.
For more information about the RUConnected Portal, please
contact ru_connected_help@rush.edu or visit the Portal Help Page.
International Services
The Office of International Services works with international students, residents, researchers and
faculty who are planning to study or to work at Rush and who will need authorization from the
United States Citizenship and Immigration Services (USCIS) to do so.
Functions of the Office of International Services
•
•
•
•
•
•
•
•
Prepare documentation required for the F-1 student program, J-1
Exchange Visitor program and H-1B Temporary Worker
program.
Advise prospective students concerning the admission of
international students.
Advise and consult with university/medical center staff regarding
the hiring of international employees.
Rush representative to USCIS, the Department of State and the
Educational Commission for Foreign Medical Graduates
(ECFMG) regarding the status of international students,
residents, scholars and faculty.
Responsible Officer for the J-1 Exchange Visitor program and
Training Program Liaison to ECFMG.
Designated School Official for the F-1 student visa program.
Provide pre-arrival information
Provide orientations
Rush Photo Group
Rush Photo Group (located at 121 Professional Building 1) is an in-house photo studio offering
any number of photographic services to students, faculty, and employees. The Photo Group is
available for portraits needed for applications, posters, passports, and many other services. For
more information please call extension 28278.
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Rush Center for Clinical Skills and Simulation
The Rush Center for Clinical Skills and Simulation (RCCSS) is a state-of-the-art, award
winning, multidisciplinary simulation training center available free of charge to all faculty,
students, and staff of Rush University Medical Center to conduct educational and research
activities. RCCSS provides services for the integration, practice, and evaluation of user
knowledge, interpersonal communication, and clinical skills through the use of immersive
instructional technology. RCCSS includes a web-supported data annotation system for
simulation encounters, 3 high fidelity simulation labs, a 4 bed clinical skills training center and a
smart classroom. The available technology includes 8 high fidelity simulators and an assortment
of low-fidelity mannequins and task trainers for skills such as lumbar puncture, and insertion of
invasive monitoring lines.
Human Patient Simulator
Emergency Care Simulator
METI Man and iStan portable simulators
Noelle Expectant Mother Simulator
Child Simulator
2 Infant Simulators
Laparoscopic Simulator
Endoscopic Simulator
Glide Scope
SonoSite X-Porte Ultrasound
Office of Institutional Research, Assessment and Accreditation
Mission Statement
The Office of Institutional Research, Assessment and Accreditation (OIRAA) serves Rush
University by providing accurate and reliable data in support of planning, policy making,
academic assessment and program reviews, in accordance with the institution’s mission and
strategic goals. The OIRAA fulfills its mission by:
•
•
•
•
Providing comprehensive information to support institutional planning, policy
formation, decision-making, and evaluation of effectiveness
Coordinating responses to external accountability mandates and a wide range of
internal and external request for information about the university
Coordinating campus-wide and unit-level assessment of academic programs and
administrative processes to support the University’s quality improvement efforts.
Providing evidence of institutional effectiveness
The Office of Institutional Research, Assessment and Accreditation (OIRAA) provides services
in three major areas:
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External reporting. The OIRAA has primary responsibility for preparing and submitting
official reports and data files to ensure the University’s compliance with state and federal
reporting mandates. In addition, the office coordinates the University’s response to a variety of
other external requests for information that are received from internal and external stakeholders.
Mandatory external reports and updates:
•
•
•
•
•
Integrated Postsecondary Education Data System (IPEDS)
Illinois Longitudinal Data System (ILDS)
Higher Learning Commission Annual Institutional Data
Update (HLC/AIDU)
Illinois Virtual Campus (IVC)
Illinois Board of Higher Education (IBHE)
Planning Support and Internal reports. The OIRAA is charged with compiling, analyzing and
interpreting statistical data used in strategic planning efforts by University administrators,
trustees and committees. These data include:
• Student & faculty characteristics
• Enrollment
• Admissions
• Retention and graduation rates
• Degrees awarded
• Credit hour production
• Alumni performance
• Scholarship/research productivity
• Strategic planning and institutional performance metrics
The information is disseminated to the University community through annual reports, websites,
and responses to ad hoc requests.
Institutional Effectiveness. The OIRAA is responsible for coordinating campus-wide and unit
level assessment of academic programs and administrative processes to support the University’s
quality improvement efforts. These activities include:
• Gathering and presenting institutional performance data
• Administering Rush University and other surveys
• Providing technical support and consultation to assist units in assessing
student learning outcomes and administrative objectives
• Conducting special studies to evaluate the University’s progress in
achieving strategic goals
• Coordinating accreditation activities
• Supporting the University Assessment Committee in its assessment
activities and program reviews
• Supporting and monitoring the HLC mandated quality improvement
project
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Inventory of Accreditation
Program Name
Rush University
College
All
Accrediting Body
High Learning Commission
(RMC)
RMC
Liaison Committee on Medical Education
Generalist Entry Masters
(GEM)
CON
Commission on Collegiate Nursing
Education
Doctor of Nursing
Practice (DNP)
CON
Commission on Collegiate Nursing
Education
Audiology (AuD)
CHS
Council on Academic Accreditation in
Audiology and Speech-Language Pathology
Blood Bank Technology
(Certificate)
CHS
Commission on Accreditation of Allied
Health Education Programs
Clinical Nutrition (MS)
CHS
Commission on Accreditation for Dietetics
Education
Clinical Pastoral Edu
(Certificate)
CHS
Association for Clinical Pastoral Education
Health Systems
Management (MS)
CHS
Commission on Accreditation of Healthcare
Management Education
Medical Laboratory
Science (BS, MS)
CHS
National Accrediting Agency for Clinical
Laboratory Sciences
Medical Physics
(Residency)
CHS
Commission on Accreditation of Medical
Physics Education Programs, Inc.
Occupational Therapy
(MS)
CHS
Accreditation Council for Occupational
Therapy Education of the American
Occupational Therapy Association
Respiratory Care (BS,
MS)
CHS
Commission on Accreditation for
Respiratory Care
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Inventory of Accreditation
Perfusion Technology
(BS, MS)
CHS
Accreditation Committee Perfusion
Technology
Physician Assistant
Studies (MS)
CHS
Accreditation Review Commission on
Education for the Physician Assistant
Speech Language
Pathology (MS)
CHS
Council on Academic Accreditation in
Audiology and Speech-Language Pathology
Vascular Ultrasound (BS)
CHS
Commission on Accreditation of Allied
Health Education Programs
Contact:
Rosemarie Suhayda PhD RN
Associate Provost, Institutional Research, Assessment and Accreditation
312-942-6204
rosemarie_suhayda@rush.edu
Rush University Bookstore
The Rush University Bookstore, located on the ground level of Armour Academic Center, is a
health sciences bookstore serving the needs of students, faculty and staff at Rush University
Medical Center. The bookstore stocks the required and recommended textbooks for courses
offered at Rush University, as well as an assortment of reference and review books. Special
orders are handled by the bookstore and will generally be received in one or two weeks. Lab
coats and medical-surgical equipment are also stocked. School supplies, greeting cards, computer
software, and Rush insignia items are also available.
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Chapter 7
Division of Student Affairs
Associate Provost, Student Affairs
Under the leadership of the Associate Provost, Student Affairs, the Office of Student Services
provides a wide range of services for all Rush Students.
Following are brief descriptions of various student services units at Rush. These are provided to
allow faculty to better refer students for needed services and to help faculty members better
understand the scope of services offered at Rush.
Office of the Registrar
•
•
•
•
•
Serves as official student record-keeping office for Rush University, ensuring privacy
under the U.S. Department of Education’s Family Educational Rights and Privacy Act
(FERPA) For more information regarding Rush University’s FERPA policy, please
visit http://www.rushu.rush.edu/privacy
Facilitates course registration and grading
Issues official transcripts and diplomas
Verifies enrollment and degree completion to licensing and credentialing organizations
for students and alumni
Schedules classroom and laboratory space for University facilities
Student Life
The Office of Student Life is committed to providing an atmosphere that will enhance each
student’s academic experience.
The Office of Student Life is responsible for:
•
•
•
•
•
Facilitating on-campus student housing
Providing career services to students
Serving as general advisors to student organizations
Developing co-curricular and extra-curricular programming
Coordinating orientation and assisting with commencement
Our website will give further details about the above services and programs, but if you have any
additional questions about what we offer to students, please call (312) 942-6302 or email
at student_life@rush.edu.
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International Services
The Office of International Services works with international students, residents, researchers and
faculty who are planning to study or to work at Rush and who will need authorization from the
United States Citizenship and Immigration Services (USCIS) to do so.
Functions of the Office of International Services
•
•
•
•
•
•
•
•
Prepare documentation required for the F-1 student program, J-1 Exchange Visitor
program and H-1B Temporary Worker program.
Advise prospective students concerning the admission of international students.
Advise and consult with university/medical center staff regarding the hiring of
international employees.
Rush representative to USCIS, the Department of State and the Educational
Commission for Foreign Medical Graduates (ECFMG) regarding the status of
international students, residents, scholars and faculty.
Responsible Officer for the J-1 Exchange Visitor program and Training Program
Liaison to ECFMG.
Designated School Official for the F-1 student visa program.
Provide pre-arrival information
Provide orientations
Financial Aid
Student financial assistance can come in many forms, though most assistance at the
graduate/professional level should be expected to be in the form of student loans.
1. Grants & Scholarships - "Free money" that isn't required to be repaid. These funds are
awarded based on financial need, merit, academics, or some combination of these criteria.
2. Student Loans - Money that is borrowed from some source that must be repaid over
time, typically with interest.
3. Work - Earnings for performing some type of service to an organization.
Each of these types of assistance can come from a variety of sources. In general, your
application for financial assistance at Rush will be the single application required for all of these
programs. Details regarding these financial assistance programs are available by clicking the
appropriate links in the left-hand navigation of this site.
Financial Affairs
The Office of Financial Affairs provides services and support to Rush University students and
others in the Rush University Medical Center community. The key areas of operation include
Student Receivables, Institutional Loans, and Student Health Insurance.
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Privacy and Confidentiality of Student Records & FERPA
Rush University takes seriously its commitment to protect the privacy of our students and their
education records. In addition to upholding the Family Educational Rights and Privacy Act of
1974 (FERPA), Rush University has taken further steps to protect a person's privacy by
extending similar benefits afforded to enrolled students under FERPA to individuals who are
applying for admission. In addition, Rush has extended the period of time under which deceased
students' education records can be released. If a specific privacy/confidentiality question is not
answered in this document, please contact the Office of the Registrar.
Additional Questions
The Office of the Registrar is the compliance office for FERPA for Rush University. If there are
additional questions, please contact the Office of the Registrar at:
600 South Paulina, Suite 440
Chicago, Illinois 60612
(312) 942-5681
registrars_office@rush.edu
Page 70
The Counseling Center
Philosophy
The educational experience at Rush involves not only traditional academic requirements, but also
the demand for the development of a professional identity. Trying to maintain or initiate one's
own personal relationships while balancing these professional demands frequently creates stress.
This stress is a normal experience, and a request for help with it reflects a healthy desire for
continued emotional growth.
Clientele
The Counseling Center is available to all students currently enrolled in Rush University,
residents and fellows. Significant others (married or unmarried, gay or straight) are also eligible
for services as part of a couple.
Consultations
While the primary purpose of the Counseling Center is to work directly with students, residents
and fellows, we also consider consultations with faculty and staff who want to refer clients to us
to be an important function. We are glad to speak with you regarding our services, your
concerns about someone you are thinking about referring, and about ways to make an effective
referral. Please call our answering service at (312) 942-3687, and one of the staff psychologists
will return your call that same day.
Confidentiality
No record of contact with the Center is accessible to any college or university personnel, and all
discussions with Center staff are held in the strictest confidence.
Staff
The Counseling Center staff consists of three experienced doctoral-level clinical psychologists
who are committed to helping University students from all backgrounds and lifestyles.
Security
Rush Security is committed to providing our services to ensure that our students, potential
students, visitors and staff are & feel safe/secure while on the RUSH campus. We provide
preventative patrols of the buildings, garages and campus areas. There is an evening campus
shuttle (Night Run) to provide staff and students safe transport to various locations on/off
campus. When the shuttle is not available, upon request our staff can accompany you to and from
your car or places on campus. Rush security is available to provide response to emergency calls.
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Chapter 8
Human Resources
Employee Resources
You can find everything from employee recognition to parking and transportation here. Explore
your resources.
LEAP
As part of our commitment to employee development and education, Rush University Medical
Center offers tuition assistance to employees who want to take healthcare, business or vocational
courses, as well as many onsite development programs.
Faculty Recruitment
Welcome to the faculty recruitment department at Rush University Medical Center. As faculty
recruiters and members of the Rush team, we facilitate physician and scientist recruitment
efforts, linking top talent to world class career opportunities in research, teaching and patient
care.
Our goal is provide candidates with the resources they need to make informed career decisions,
including: reviewing opportunity details, coordinating on-site meetings, outlining faculty
benefits and facilitating candidate transition to Rush.
Page 72
Appendix
Page 73
RULES FOR GOVERNANCE
including
POLICIES AND PROCEDURES
for the
FACULTY AND STUDENTS
of
RUSH COLLEGE OF NURSING
RUSH COLLEGE OF HEALTH SCIENCES
RUSH GRADUATE COLLEGE
RUSH MEDICAL COLLEGE
of
RUSH UNIVERSITY
Revised July 14, 2010
Based on a document originally approved by the Faculty of Rush University: August 16, 1996
and approved by the Board of Trustees: June 11, 1997
Approved by Faculty, April 21, 2010
Approved by Rush University Board of Overseers, May 11, 2010
Approved by Board of Trustees, July 14, 2010
CONTENTS
ARTICLE I - THE CORPORATION
Page
Section 1. Purpose......................................................................................................... 1
Section 2. Mission and Vision Statements................................................................... 2
Section 3. Definitions ................................................................................................... 2
(a) Medical Center........................................................................................ 2
(b) President ................................................................................................. 2
(c) University ............................................................................................... 2
(d) Provost .................................................................................................... 2
Section 4. Definition and Role of Board of Trustees .................................................... 2
(a) Definition of Board of Trustees .............................................................. 2
(b) Role of Board of Trustees....................................................................... 2
(c) University Board of Overseers ............................................................... 2
(d) Advice of Senior Representative Bodies ................................................ 2
Section 5. Definitions and Role of Rules for Governance ............................................ 3
(a) Definition of College and Dean .............................................................. 3
(b) Role of Rules for Governance ................................................................ 3
Section 6. Approval of Policies and Procedures for Each College ............................... 3
Section 7. Parliamentary Authority .............................................................................. 3
ARTICLE II - FACULTY ORGANIZATION
Section 1. Rush Faculty ............................................................................................... 4
(a) Colleges .................................................................................................. 4
(b) Membership in University ...................................................................... 4
Section 2. Faculty Conditions ....................................................................................... 4
(a) Active Faculty ........................................................................................ 4
(b) Honorary Faculty ................................................................................... 4
(c) Visiting Faculty ...................................................................................... 4
(d) Adjunct Faculty and Lecturers ............................................................... 4
(e) Assistant ................................................................................................. 5
(f) Recommendations for Appointment, Reappointment and
Promotion of Assistant Professors and Below ..................................... 5
Rush University Rules of Governance
ii
Adopted July 14, 2010
(g) Recommendations for Appointment, Reappointment and
Promotion of Associate Professor and Professor ................................. 5
(h) Approval of New Appointments, Reappointments and Promotions...... 5
(i) Terms and Conditions of Appointment .................................................. 5
(1) Determination of College Appointment .......................................... 5
(2) Written Understanding .................................................................... 5
(3) Conjoint Appointments .................................................................... 6
(4) Disagreements over Primary/Conjoint Appointments ..................... 6
(5) Responsibility for Salary ................................................................. 6
(6) Terms of Appointment ..................................................................... 6
a. Instructor……………………………………………………..6
b. Assistant Professor .................................................................. 6
c. Associate Professor ................................................................. 7
d. Assistant .................................................................................. 7
e. Visiting .................................................................................... 7
f. Termination.............................................................................. 7
(7) Promotions ....................................................................................... 7
(8) Medical Staff with Faculty Appointments ....................................... 7
(9) Appointments of Professors or
Associate Professors in Colleges With and in Colleges
Without a Tenure System ................................................................ 7
(10) Tenure .............................................................................................. 7
(11) Use of Emeritus ............................................................................... 8
(12) Nonrenewal of appointments .............................................................................. 8
(13) Rules for Faculty in Other Colleges ................................................. 8
(14) Definition of Appointment................................................................ 8
(15) Contract or Letter of Understanding for Faculty
Receiving a Salary .............................................................................. 9
(16) Reduction of Salaries for Economic Difficulty ................................ 9
(17) Leaves of Absence ............................................................................ 9
a. Nonscholarly ........................................................................... 9
b. Scholarly ................................................................................. 9
(18) Creation or Elimination of a College, Department or Division ...... 10
Section 3. Termination, Suspension and Appeals....................................................... 11
(a) Termination of Appointments............................................................... 11
Rush University Rules for Governance
iii
(b) Non-reappointment of Faculty with Nontenured Term ........................ 11
(c) Suspension or Discharge Procedures .................................................... 12
(d) Policies and Procedures for Actions Against and Appeals
by a Faculty Member ......................................................................... 12
Section 4. Academic Functions of a Faculty .............................................................. 12
(a) Requirements for Admissions............................................................... 12
(b) Conflict with the Interests of the Medical Center/University .............. 13
Section 5. The College Dean ...................................................................................... 13
(a) Role of Dean ......................................................................................... 13
(b) Appointment of Deans .......................................................................... 13
(c) Associate and Assistant Deans ............................................................. 13
(d) Responsibilities of the College Dean ................................................... 13
Section 6. A College Department/Division ................................................................ 14
(a) Procedures for Creating and Abolishing Departments/Divisions ......... 14
(b) Voting in Departmental/Divisional Academic Matters ........................ 14
(c) Departmental Chairperson or Division Head Responsibilities ............. 14
(d) Regular Department Review or Divisional Review ............................. 14
Section 7. Institutes, Centers or Other Administrative Entities .................................. 14
Section 8. Meetings of the Faculty ............................................................................. 15
Section 9. Committees of the Faculty ......................................................................... 15
(a) Senior Representative Body ................................................................. 15
(b) Standing Committees............................................................................ 15
Section 10. University Provost and Deans.................................................................. 15
Section 11. University Council. .................................................................................. 15
(a) Membership .......................................................................................... 15
(b) Voting Requirements ............................................................................ 16
(c) Functions of the University Council ..................................................... 16
ARTICLE III - STUDENT AFFAIRS
Section 1. Students ...................................................................................................... 18
(a) Applicability ......................................................................................... 18
(b) Categories of Students .......................................................................... 18
(c) Rights of Regular Students ................................................................... 18
(d) Process for Determining Academic Status and Grounds
Rush University Rules of Governance
iv
for Dismissal ...................................................................................... 18
(e) Degree Candidate Who Holds a Faculty Appointment ........................ 18
Section 2. Student Representation .............................................................................. 18
(a) Student Representative Government .................................................... 18
(b) Role of the Student Representative Body ............................................. 18
(c) Rush University Student Representative Council................................. 18
(d) Role of a Rush University Student Representative Council ................. 19
ARTICLE IV - PRIVILEGES AND RESPONSIBILITIES OF
THE FACULTY AND STUDENTS
Section 1. Privileges and Responsibilities .................................................................. 19
(a) Academic Freedom ............................................................................... 19
(b) Restriction on Representing the University in
Public Statements ................................................................................ 19
(c) Interference with Members of the University Community................... 19
ARTICLE V- CREATION OR DISSOLUTION OF COLLEGES
Section 1. Proposal and Approvals Needed for Creation or Dissolution.................... 19
ARTICLE VI - AMENDMENTS
Section 1. Amendment Procedures ............................................................................. 20
(a) Proposal for Amendment ...................................................................... 20
(b) Approval and Voting ............................................................................ 20
(c) Transmission of Amendments .............................................................. 20
Section 2. College Policies and Procedures ................................................................ 20
(a) Mechanisms of Amending College Policies and Procedures ............... 20
(b) Approvals Needed and Role of University Council ............................. 20
v
FACULTY GOVERNANCE AND ORGANIZATION
RULES FOR GOVERNANCE OF RUSH UNIVERSITY
ARTICLE I
THE CORPORATION
Section 1. Purpose
The purposes of the Rush University Medical Center Corporation, as stated in its Articles
of Incorporation, are:
"To establish, maintain and manage one or more health care institutions such as
hospitals, clinics, and other in- and out-patient facilities in order to provide for sick
and disabled persons, including the needy poor, of every creed, nationality and color;
one or more health research institutions; one or more educational institutions such as
a school or schools for physicians, scientists, nurses and other allied health personnel;
to fix the rates of tuition and the qualification for admission to the educational
institutions; to provide and maintain courses of instruction either directly or in
arrangement with other institutions of learning; to grant such academic honors and
degrees as are usually granted by similar educational institutions; to create these
institutions of health care, education and research under such name or names as the
management of the Corporation may determine, in separate Divisions or Departments
or combinations thereof as determined by the Corporation; to maintain and control the
government and discipline within its health care, educational and research
institutions; to receive, hold, invest and disburse all monies and property or income
thereof which may be invested in or entrusted to the care of the Corporation or
Division thereof whether by gift, grant, bequest or otherwise for any of the objectives
of the Corporation; to establish and administer charities and to receive, hold, control,
invest and disburse monies and property or the income thereof in support of such
charitable uses, and generally to pursue and promote all or any of the objectives
above named and to do all and every one of the things necessary or desirable for the
accomplishment of the objectives or any of them."
The Corporation also has such powers as are now or may be granted by the General Not
for Profit Corporation Act of the State of Illinois. The University cannot as an
institutional policy take a position in electoral politics or on public issues except on
institutional functions as set forth in Article I, Section 1, of these Rules for Governance.
1
Section 2. Mission and Vision Statements
MISSION
The mission of Rush University is to teach, study and provide the highest quality
health care, using a unique and multidisciplinary practitioner-teacher model for
health sciences education and research, while reflecting the diversity of our
communities in its programs, faculty, students and service.
VISION
Rush is a unique academic health science center, which will become the preferred
destination for outstanding and committed faculty and students dedicated to
excellence, innovation, and leadership of health care.
Section 3. Definitions
(a) The term Medical Center refers to Rush University Medical Center
Corporation including all patient care, educational and research institutions under
the jurisdiction of the Corporation.
(b) The term President refers to the Chief Executive Officer of the Corporation
and University.
(c) The term University refers to all offices, Colleges and other institutions
involved with the academic programs of the corporation.
(d) The term Provost refers to the Chief Academic Officer of the University . The
Provost is responsible for the Educational and Research programs of the
University and reports to the President.
Section 4. Definition and Role of Board of Trustees
(a) The term Board of Trustees refers to the legally designated persons or group
empowered to conduct the affairs of the Corporation as defined in the bylaws of
the Corporation.
(b) The Board of Trustees of the Corporation rules in all matters, including those
for which it has delegated authority to the President or other officers or bodies
within the Corporation.
(c) The Rush University Board of Overseers is appointed and designated by the
Board of Trustees to oversee the operation of the University and reports to the
Board of Trustees on a regular basis.
(d) When acting on matters having to do with academic policy and organization
2
of a College(s), the Board of Trustees shall rely upon the advice of the Senior
Representative Body(ies) of the Faculty(ies) as transmitted to it by the Dean(s),
the Provost, the President and the Board of Overseers.
Section 5. Definitions and Role of Rules for Governance
(a) The term College refers to any existing or subsequently established College
that is a separately organized Faculty and/or student body for implementation of
academic programs at the University. The term Dean refers to the chief executive
officer of such a unit.
(b) These Rules for Governance address certain matters concerning the
administration, organization, powers and responsibilities of the officers, Faculty
and students of the Colleges. They are adopted by the Board of Trustees, acting
upon the advice of the faculties as transmitted by the Provost, the President and
the Board of Overseers of the University.
Section 6. Approval of Policies and Procedures for each College
The Faculty of each College shall establish policies and procedures to implement these
Rules. Once approved by a majority of the Faculty of the College voting by anonymous
ballot, the policies and procedures shall become part of these Rules after approval by the :
a) University Council (See Article II, Section11, c), b) Provost, c) President, and d)
Board of Trustees.
Section 7. Parliamentary Authority
The parliamentary authority for the Rules for Governance shall be the current edition of
Roberts Rules of Order Newly Revised.
3
ARTICLE II
FACULTY ORGANIZATION
Section 1. Rush Faculty
(a) A Faculty is hereby constituted for Rush Medical College, Rush College of
Nursing, Rush College of Health Sciences, Rush Graduate College and for
any subsequently organized College of the University.
(b) Faculty members of all Colleges shall be members of the Faculty of Rush
University.
Section 2. Faculty Conditions
(a) The Active Faculty of each College shall be made up of duly appointed
members whose titles are given below in order of seniority: (i) Professors; (ii)
Associate Professors; (iii) Assistant Professors; (iv) Instructors. Each College
shall develop criteria for these titles, and for administrative purposes may
append qualifying terms based on the criteria.
The Active Faculty shall have the right to cast votes in Faculty meetings and
elections. All active Faculty may serve on College committees
(b) The Honorary Faculty shall include those former members of the active
Faculty who have been named to either Emeritus and/or Distinguished
Professor status. They may participate in College Faculty meetings without
vote. The Honorary Faculty may serve on College Committees upon the
request of the Dean and/or the appropriate College Committee. The respective
Colleges shall establish the appointment process for Emeritus and
Distinguished Professor Status.
(c) The Visiting Faculty shall include those individuals appointed for a limited
term whose ranks shall be recommended by the Department Chairperson and
receive the approval of the Dean and Provost. The Visiting Faculty shall have
no formal Faculty Rights or Privileges. They may participate in College
Faculty meetings and serve on College Committees upon the request of the
Dean and/or the appropriate College Committee.
(d) The Adjunct Faculty shall be recommended by the appropriate Chairperson
and receive the approval of the College Dean and Provost. An initial
appointment as an Adjunct Faculty Member shall be for a term of up to one (1)
year and may be renewed for terms of up to two (2) years. The Adjunct Faculty
shall have no formal Faculty Rights or Privileges. They may participate in
College Faculty meetings and serve on College Committees upon the request
4
of the Dean and/or the appropriate College Committee. The Adjunct Faculty
shall include members appointed to the Faculty with the title of Lecturer or as
Adjunct Faculty with rank. Each college must establish procedures for review
of Adjunct Faculty in the event that academic rank is granted. If appointed with
rank, the adjunct faculty member must currently or previously have attained at
least that academic rank at another university or college.
(e) An appointment to the rank of Assistant may be for up to one (1) year and may
be renewed. The Assistant shall have no formal Faculty Rights or Privileges.
They may participate in College Faculty meetings and serve on College
Committees upon the request of their Dean and/or Chair.
(f) All recommendations for Faculty appointments, reappointments and
promotions for Assistant Professors or below shall originate with the
Department Chairperson and shall be presented to the College Dean for
transmission with a recommendation to the Senior Representative Body of the
College.
(g) All recommendations for Faculty appointments, reappointments and
promotions for Associate Professors or Professors shall originate with the
Department Chairperson, and, after review and approval by the appropriate
Faculty committee on senior faculty appointments and promotions of the
College, shall be presented to the College Dean for transmission with a
recommendation to the Senior Representative Body of the College.
(h) All new appointments, reappointments and promotions of members of a
Faculty that have been approved by the Senior Representative Body and the
Dean of that Faculty, shall be presented to the Provost for approval.
(i) Terms and Conditions of Appointment
(1) Whenever possible, all appointments to the Faculty shall be made in the
Colleges and the Departments representing the primary professionalacademic disciplines and/or activities of the Faculty member.
(2) There should be a letter from the University Provost confirming a Faculty
member’s appointment to the University. In addition to this letter, there
should be a written understanding between the Department Chairperson
and all Faculty, whether salaried or non-salaried, as to the contributions
they intend to make to the University. When a Faculty member receives a
salary, either full-time or part-time, the terms and conditions of the receipt
of such salary, including the anticipated time to be spent in health care
services, in teaching and/or in research, including administration in each
category, will be stated and confirmed in writing signed by the Faculty
member, the Department Chairperson, and the Dean. In the case of joint
5
appointments, the College of primary appointment and the time allocated
to each College and Department shall be identified in the agreement. A
copy of the document will be given to the Faculty member. Any
modifications of the Agreement during its term must receive mutual
agreement, must be put in writing and a signed copy must be given to the
Faculty member.
(3) Joint appointments in other Colleges or other Departments must be made
through joint decision of the Department Chairpersons and the Faculty
member involved and with the approval of the Dean for mutually agreed
upon functions and proportions of time. Appointees to a College, whose
primary appointment is with another College of Rush University, shall be
subject to the same policies and procedures that are applicable to those
Faculty members whose primary appointment is in the College.
(4) Disagreements over primary appointments and conjoint appointments
should be considered by the Senior Representative Body and the Dean for
Departments within a College. The specific mechanism for resolution of
disagreements within Colleges should be developed by each College.
Disagreements between Colleges should be reviewed by the University
Council with the advice of the Senior Representative Body and the Dean
of the respective Colleges.
(5) The responsibility for the salary of a Faculty member falls to the primary
or conjoint Department paying their portion of the salary. Faculty
members may be offered tenure of salary, tenure of salary but for a
specific term, a nontenured salary or no salary. This could be in a primary
or conjoint Department.
(6) Terms of Appointment. In addition to a letter from the University Provost
confirming a Faculty appointment to the University, a Faculty member’s
letter of appointment should include the following:
a. For Instructors , a statement defining the term of appointment which
shall be no greater than two (2) years. At the end of each term of
appointment the Department Chairperson may choose one of the
following options: (1) termination of Faculty appointment, (2)
reappointment for another term of up to two (2) years, or (3)
recommendation for promotion to a higher Faculty rank.
b. For Assistant Professors a statement defining the term of appointment
which shall be no greater than three (3) years. At the end of each term
of appointment the Department Chairperson may choose one of the
following options: (1) termination of Faculty appointment, (2)
6
reappointment for another term of up to three(3) years, or (3)
recommendation for promotion to Associate Professor or Professor.
c. For Associate Professors and Professors, a statement whether the
position is tenured or nontenured and whether any, all, or a specified
portion of the salary is tenured or nontenured. If the position is
nontenured, the term of the appointment must be stated
d. For Assistants, a statement defining the term of appointment which
shall be no greater than one year. At the end of the term of
appointment, the Department Chairperson may choose one of the
following options: (1) termination of appointment, (2), reappointment
for another one (1) year term, or (3) recommendation for advancement
to another rank.
e. Appointments and reappointments to the visiting Faculty of a College
shall be for terms of one (1) year or less.
f. Should the Department Chairperson elect termination, appropriate
notice must be given to the Faculty member as required by Article II,
Section 3 B.
(7) Promotions can be in any primary or conjoint Department(s) without
prejudice to the Faculty member. It is unnecessary to receive the
permission of the other conjoint Departments or the primary Department
to recommend a Faculty member for advancement.
(8) Faculty from clinical disciplines, with an appointment on the Medical
Staff at Rush University Medical Center, must retain their Faculty
appointment to retain their medical staff appointment.
(9) With the exception of special appointments clearly limited to a brief or
partial association with the institution, and reappointments of retired
Faculty members, all appointments to the rank of Associate Professor or
higher will be of two kinds: (i) nontenured appointments and (ii) tenured
appointments. For Colleges with a tenure system, appointment as
Professor or Associate Professor shall be made for a tenured term. For
Colleges without tenure, appointment as Professor or Associate
Professor is for a finite term. Each College shall establish its own
policies for terms of appointment for its Faculty in conformity with these
Rules.
(10) Rush University recognizes the time-honored practice of tenure for
university faculty members as an important protection of free inquiry,
open intellectual and scientific debate, and unfettered criticism of the
7
accepted body of knowledge. Tenure is the commitment of a College to
a faculty member and denotes a status of continuing faculty
appointment, providing protection against involuntary suspension,
discharge, or termination except for financial exigency or cause as
outlined in the Rules for Governance. Tenure may be awarded to faculty
members appointed at the ranks of Associate Professor and above;
tenure may or may not apply to faculty salary. Tenure ceases upon the
faculty member’s termination, resignation, retirement, or death.
(11) Upon retirement from Rush University a Faculty member may be
recommended by their College for emeritus status under the procedure
established by the respective College.
In the case of a retiring President, Provost, Dean or Department
Chairperson, the word Emeritus may be used along with their former
academic administrative title. In order to use that title in the case of a
retiring Dean or Department Chairperson, it must receive the approval of
the Provost and approval of the Senior Representative Body of the
College. In the case of a retiring Provost, the President may grant that
the word Emeritus be used with their former administrative title subject
to the approval of the University Council. In the case of the President,
the decision shall be made by the Board of Trustees. A President,
Provost, Dean or Department Chairman may continue to remain as an
active Faculty member or be appointed to emeritus status as it relates to
their Faculty position.
(12) Nonrenewal of an appointment made according to these Rules for
Governance in paragraph (i) (6) of this section are not grievable except
for Faculty whose Medical Staff appointment depends upon their
Faculty appointment. In all cases, Faculty with the rank of Assistant may
not file a grievance concerning nonrenewal of a Faculty appointment.
(13) Appointees to a College, whose primary appointment is with another
College of Rush University, shall be subject to the same policies and
procedures that are applicable to those Faculty members whose primary
appointment is in the College.
(14) "Appointment" shall denote the conferral upon the Faculty member of a
rank and certain privileges accompanying such rank as defined herein
except in the case of Adjunct Faculty. An appointment may or may not
be accompanied by a salary payable to the Faculty member by Rush
University. Faculty members may be offered tenure of salary, tenure of
salary but for a specific term, a nontenured salary or no salary. A Faculty
member's salary may be reduced during the period of their appointment
so long as it does not violate the Rules for Governance of Rush
University.
8
(15) When a Faculty member of any rank is to receive a salary from the
Medical Center for their Faculty activities, the total compensation, and
their allocation of effort as defined in paragraph (i ) (2) of this Section,
shall be stated in an annual written contract or letter of understanding.
The contract or letter of understanding shall be in effect for a period of
one (1) year unless a term of other duration is specifically stated. The
terms of the contract or letter of understanding shall be recommended
annually during the period of their appointment to the Dean by the
Department Chairperson after review with the Faculty member. The
salary identified in the contract or letter of understanding shall be at least
at the level of that in the most recent preceding contract, providing the
quality, quantity or kind of the individual's functions are unchanged, or
unless another level is mutually agreed upon by the Faculty member, the
Department Chairperson(s) and the Dean. Each College will devise in
conformity with these Rules its own process for awarding of academic
rank and the process for removal of appointments and salary. All such
processes would require the review and approval of the University
Council.
(16) In the case of institutional economic difficulty, as determined by the
Board of Trustees, a reduction of salaries of Faculty members may be
made as an institutional policy.
(17) The Faculty of each College shall also determine procedures governing
leaves of absence of its members with or without salary in accordance
with Medical Center policies. Leaves of absence are of two types: (a)
nonscholarly leaves of absence and (b) scholarly leaves of absence.
a. Nonscholarly leaves of absence include any leave of absence that does
not have a scholarly basis. Such a leave of absence may be for reasons
covered by Family Medical Leave Act and shall not exceed one (1)
year, unless approved by the Department Chairperson and the Dean. A
nonsalaried Faculty member may take a leave of absence with the
approval of the Department Chairperson and the Dean. Extensions
require reapproval by the Department Chairperson and the Dean at
least once a year. A salaried member of the Faculty may take a
personal leave of absence, which is not covered by Family Medical
Leave Act and typically is without compensation from the University.
A personal leave requires written approval of their Department
Chairperson and the Dean. The terms of the personal leave of absence,
including the terms for the resumption of duties and maintenance of
Faculty appointment, shall be negotiated between the Department
Chairperson and the Faculty member and shall be stated in writing,
b. Scholarly leaves of absence are for the purpose of improving a Faculty
member’s professional and academic development. No one to whom a
9
leave of absence with pay has been granted shall be permitted while on
such leave to accept remunerative employment or engage in
remunerative professional practice or work which shall exceed their
compensation prior to the date of the leave of absence at the Rush
University. Exceptions may be made only with the express permission
of the Dean. Scholarly leaves of absence may be granted with the
approval of the Department Chairperson and the Dean. A salaried
Faculty member with six (6) or more years of service is eligible for a
scholarly leave of absence of six (6) months at full salary or a twelve
(12) month leave of absence at half salary, at least at the proportion of
salary paid by the sabbatical-granting college. The leave may be
granted to a Faculty member who has an appointment that would
continue after the leave was completed and who intended to return to
the College. Each person who has been on a scholarly leave of absence
shall, on the termination of their leave submit a written report to their
Department Chairperson concerning the nature of their studies,
research or other scholarly work undertaken by him/her during their
leave of absence. The Department Chairperson shall transmit such a
report to the Dean.
(18) Creation or Elimination of a College, Department, or Division
a. A College, a Department, or a Division within a College can only be
created by the Rush University Board of Overseers. A College or
Department or Division within a College can only be eliminated by a
vote of the Rush University Board of Trustees upon the
recommendation of the Board of Overseers. When a College or
Department or Division is eliminated, the University shall be
responsible for continuing Faculty members’ appointments and for
continuing salaried Faculty members’ academic salaries, at their
current level until another compensated position is taken or according
to the following:
i. Appointment and salary until acceptance of another position or
three (3) years, whichever comes first for Professors and Associate
Professors with 20 or more years service
ii. Appointment and salary up to, but not to exceed, two (2) years for
Professors and Associate Professors with at least 10 but less than
20 years service
iii. Appointment and salary up to but not to exceed 18 months for
Professors and Associate Professors with less than 10 years service
iv. Appointment and salary, up to but not to exceed, one (1) year for
Assistant Professors regardless of length of service.
10
b. During the period of appointment and salary continuation, the
University shall make good faith efforts to:
i. Reassign Faculty members to appropriate academic and/or
professional duties in other Colleges or Departments or Divisions.
ii. Support retraining of Faculty members for appropriate academic
and/or professional positions in other Colleges, Departments or
Divisions.
iii.Assist Faculty members in out-placement to other appropriate
academic and/or professional positions.
c. During the period of appointment and salary continuation, Faculty
members shall:
i. Accept reassignment to appropriate academic and/or professional
duties in other Colleges, Departments or Divisions
ii. Retrain for other appropriate academic and/or professional
positions in other Colleges, Departments or Divisions
iii. Seek appropriate academic and/or professional positions
elsewhere.
d. A College, Department or Division will not be construed as being
eliminated, if the functions are shifted to another entity in the
University. Therefore, the tenure rights, if any, of the Faculty members
shall be continued.
Section 3. Termination, Suspension and Appeals
(a) Appointments to a Faculty may be terminated by (i) non-renewal of the
specified term of appointment; (ii) retirement; (iii) acceptance of resignation;
or (iv) discharge for cause.
(b) When a Faculty member with an appointment for a nontenured term is not to
be recommended for reappointment, the member must be notified in writing
by the Department Chairperson. For Instructors this notice must be at least
three (3) months prior to the expiration of the appointment. For the rank of
Assistant Professor or above, the notice should be at least six (6) months prior
to expiration if the appointment has been held for three (3) years or less and
one (1) year for appointments as an Assistant Professor or above that have
been held more than three (3) years. If this deadline is missed, the
appointment shall be extended for an additional three (3) months beyond the
termination date for the rank of Instructor and an additional six (6) months
beyond the termination date for the rank of Assistant Professor or above. For
11
Assistant Professors who have served more than three (3) years and for those
Associate Professors or above who may be nontenured the combined time
period for notice and extension must be not less than one (1) full year.
(c)The Department Chairperson with the approval of the Dean may suspend or
discharge a Faculty member for cause. Suspension is temporary withdrawal of
specified Faculty responsibilities and/or privileges with or without salary, as
deemed appropriate by the respective Department Chairperson or Dean.
Discharge is termination of employment and tenure. Cause for discharge or
suspension from the Faculty shall consist of any or all of the following:
(1) material failure to discharge teaching, research, administrative or service
responsibilities and duties
(2) serious and/or repeated violation of Medical Center, University or
Departmental bylaws, rules, policies and/or standards of conduct
(3) violation of generally accepted standards of professional ethics
(4) material breach of contract
(5) conviction of a crime deemed to render the Faculty member unfit to
discharge their professional responsibilities and duties, or that places at
risk the safety, security or reputation of the Medical Center or University
(6) temporary or permanent loss of professional licensure or certification
necessary to discharge the Faculty member’s responsibilities and duties
(7) professional incompetence
(8) conduct that is seriously and clearly prejudicial to the best interest of the
Medical Center or University.
(d) Each College shall establish policies and procedures for actions against and
appeals by a Faculty member under this Article.
Section 4. Academic Functions of a Faculty
(a) The Faculty of each College shall establish requirements for admissions,
policies for recommendations of individuals to receive degrees and for
appointments and promotions to senior Faculty ranks. The Faculty shall also be
responsible for the quality of teachers, teaching and research, and shall be
responsible for other matters of academic policy of the College and for their
implementation. The actions of the Senior Representative Bodies of the Faculty
of each College shall be subject to the approval of the University Council
regarding their consistency with respect to the University Rules for
Governance. Such review and approval will be on the initiation of the
University Council, or following petition by six Faculty of the University, or as
a result of a grievance procedure filed as described in this Article, Section 11,
University Council, Item 9.
12
(b) Academic activities of Faculty not related to Medical Center programs shall
not be in conflict with the interests of the Medical Center/University and are
subject to the restraints imposed by Article IV of these Rules.
Section 5. THE COLLEGE DEAN
(a) The College Dean shall exercise the chief executive function of the College.
(b) Each College Dean shall be appointed by the Board of Trustees, on the
nomination of the President, from a candidate or candidates recommended by
a Deans Search Committee, appointed by the President and the Senior
Representative Body of the College. The appointment shall be for an
unspecified term at the pleasure of the Board of Trustees. The Search
Committee shall consist of the following:
Members Appointed by the President:
Member of the Board of Trustees
1
Faculty from each of the other Colleges
not seeking a Dean, one of whom may be a Dean
3
Department Chairpersons from the College
seeking a Dean
2
Student from the College seeking a Dean
1
Members Appointed by the Senior Representative
Body of the College seeking a Dean:
Two Faculty from Senior rank, and two from Junior rank
4
Total = 11
The President shall appoint the Chair of the Search Committee from among
its members. The Chair of the Search Committee shall present the final
recommendation(s) of the Search Committee to the President.
(c) On the recommendation of a College Dean and on the nomination of the
President, the Board of Trustees may appoint Associate and Assistant Deans
for unspecified terms who shall serve at the pleasure of the Dean.
(d) College Deans: (i) shall call meetings of the Faculty at such times as they or
the Senior Representative Body may deem necessary, at least one such
meeting must be held each year; (ii) shall formulate and present policies to the
College Faculty for its consideration; (iii) shall serve as the agent of
communication for all official business of the College with other University
authorities, students, and Faculty; (iv) shall prepare the budget of the College;
(v) shall provide consultation and recommendations concerning Faculty
13
appointments and promotions and student admissions, evaluation, and
promotions; and (vi) perform other duties as required.
Section 6. A College Department/Division
(a) Each College shall establish procedures for creating and abolishing
Departments/Divisions, with definition of the objectives and mechanisms for
decision making and activities within each.
(b) Each active Faculty member in each Department/Division shall be eligible to
vote in Departmental/Divisional academic matters.
(c) Each Department/Division shall have a head designated as Department
Chairperson/Division Director. The Faculty of a College shall define the
responsibilities for the professional and academic work of the
Department/Division as well as the qualifications, the mechanism for
appointment and removal, and the term of office of the Department
Chairperson/Division Director. Responsibilities and related authority of
Acting Chairpersons/Division Directors in the University shall be specified by
the appropriate Dean.
(d) Each College shall establish policies and procedures for regular
Department/Division review at least every five (5) years including the
evaluation of the quality of the activities of its Departments/Divisions and of
the Department Chairpersons/Division Directors. The periodic review should
consist of three components: (1) a review of the Department/Division’s
objectives, (2) a review of the Department/Division and its activities in
fulfillment of these objectives, and (3) a review of the Department
Chairperson/Division Director in their performance in fulfillment of these
objectives. The Senior Representative Body is to be notified that a review is to
be carried out and shall receive a report on the review.
Section 7. Institutes, Centers or other Administrative Entities
Institutes, Centers or other Administrative Entities may be organized with approval of the
Board of Trustees for specific functions in areas of health care, education, or research that
may best be carried out by collaborative efforts of Faculty members from two or more
Departments of one or more College(s). The granting of degrees, offering of courses for
academic credit, and Faculty appointments, reappointments or promotions shall reside
within the Colleges.
14
Section 8. Meetings
The Faculty of each College shall hold at least one regular meeting during the academic
year on a date it shall determine. Special meetings of the Faculty of any College at which
only the specific items on the agenda shall be discussed, may be called by the President,
the Dean of the College, or upon receipt by the Dean of an appropriate petition of the
Faculty. Each Faculty shall establish the number and dates of its meetings, the number of
members constituting a quorum, and regulations governing the calling and conduct of
special meetings.
Section 9. Committees
(a) Each College shall organize a Senior Representative Body to be elected by the
active Faculty members from among all of the active Faculty members of the
College in such manner that all categories of rank and major Divisions, if
existent, of the Faculty are represented.
(b) As appropriate, each College may organize standing committees and establish
procedures for election and/or appointment of members and for their
functions.
Section 10. University Provost
There shall be a Provost of the University who shall be appointed by the Board of
Trustees for an unspecified term at the pleasure of the Board of Trustees, on
recommendation of the President following discussions with the Deans of the Colleges.
The Provost shall be responsible for certain academic affairs and shall function in a staff
relationship to the President. On the recommendation of the Provost and on the
nomination of the President, the Board of Trustees may appoint Vice and
Associate/Assistant Provosts for unspecified terms who serve at the pleasure of the
Provost. The Vice and Associate/Assistant Provosts shall perform university-related
responsibilities as determined by the Provost and shall function in a staff relationship to
the Provost.
Section 11. University Council
A University Council shall be constituted to make recommendations to the Provost
concerning University standards or other matters that involve the relationships among the
academic components of the University.
(a) The voting members shall be four Faculty members, elected every three (3)
years from among the members of the Senior Representative Body of each
College, or as otherwise determined by each College, and one student selected
annually by the students of each College, from among the student enrolled in a
degree program. Members can only serve two consecutive terms.
15
The following should be observed in the selection of the Faculty:
(1) At least one Faculty member from each College shall hold the rank of
Professor or Associate Professor.
(2) At least one Faculty member from each College shall hold the rank of
Assistant Professor or Instructor.
(3) Student members shall be enrolled in a degree program.
(4) Deans of the Colleges and the Provost shall be members ex-officio
without vote.
(5) Each College shall determine how to fill vacancies if they occur.
The University Council shall elect a Chair at the first meeting held after the
beginning of the academic year in September. The first meeting will be called
by the previous Chair, or in the absence of the Chair, the previous Secretary,
who shall preside until a Chair is elected. The University Council shall meet
quarterly during the third week of each academic quarter.
The Chair and Secretary office shall rotate among the University’s Colleges
with new officers elected annually. The Chair and Secretary shall not be from
the same College. Officers may not be reelected until at least one (1) year has
intervened. The Chair may call special meetings whenever requested to do so
in writing by five (5) members of the Council, or by the President, or the
Provost.
.
(b) Voting Requirements:
(1) The agenda for any regularly scheduled meeting or any special meeting
must be provided to all members at least two (2) weeks in advance of
the meeting
(2) A quorum shall be considered eleven (11) voting members. For actions
to pass, at least one Faculty member from each College must be in the
quorum. A simple majority is required to pass motions.
(3) An affirmative vote for new items not shown on an agenda previously
circulated at least two (2) weeks in advance will be a two-thirds vote of
the voting membership.
(c) The functions of the University Council as noted in these Rules shall include:
(1) Review and approval of amendments to the Rules For Governance.
(2) Review and approval of College Policies and Procedures.
(3) Review and approval for creation or dissolution of Colleges.
(4) The University Council will resolve disagreements concerning conjoint
appointments between Colleges with the advice of the Senior
16
Representative Body of each College, the Dean of each College
involved, and the Provost.
(5) The University Council will make recommendations on diversity policy
to the Provost.
(6) The University Council will make recommendations to the Provost
regarding the organization, function, and coordination of educational
and research resources among the various components of the University
and concerning the use of facilities and resources for the educational
programs of the various Colleges The University Council shall make
recommendations to the Provost about student affairs, including
housing, financial aid, facilities and other matters of student concern.
(7) The University Council may establish and eliminate University standing
committees as needed.
(8) The University Council shall approve the process and review the
recommendations developed by each College, for awarding and
removal of academic rank before it is referred to the President’s office
for approval by the Board of Trustees ;
(9) The University Council shall provide a final non-appealable review
mechanism for active Faculty, with the exception of Faculty who are
Housestaff, assistants, or adjunct over any grievable matter. The appeal
is made to the University Council which is the University’s mechanism
for hearing appeals. A request for review must be submitted in writing
to the Chairperson of the University Council no later than fourteen (14)
calendar days following the final decision of the appropriate College.
The University Council shall initiate a review of the decision of the
Senior Representative Body of the relevant College within thirty (30)
days. Such review will be limited only to a determination of whether
the relevant College followed its own procedures in reviewing the
grievance. The University Council shall not under any circumstances
reconsider the merits of the grievance. The University Council’s action
is limited to (1) overturning the decision of the College when there has
been substantial failure to follow applicable procedures specifying
grounds, (2) affirming the decision of the College specifying grounds or
(3) remanding the grievance for further consideration specifying
grounds. The decision of the University Council will be conveyed to
the Senior Representative Body of the appropriate College and the
Faculty member involved by the Provost. If the grievance is remanded,
the Senior Representative Body shall initiate a review within thirty (30)
days.
(10) The University Council shall have the authority to disapprove actions
of the Senior Representative Body of the Faculty of each College when
they are inconsistent with the University Rules for Governance as
described in Article II, Section 4(a) and Article VI, Section 2.
17
ARTICLE III
STUDENT AFFAIRS
Section 1. Students
(a) This Article and Article IV and their Sections apply to all Rush University
students of all Colleges
(b) There shall be two categories of students in Rush University: those enrolled
and registered for Rush degrees (Regular Students) and those enrolled for
studies which do not lead to a degree (Students at large).
(c) Only Regular Students have the right to vote in student affairs. Only students
in good standing are eligible to hold office, serve on committees, or otherwise
vote in plenary affairs of the students or faculties.
(d) The process for determining academic status and grounds for dismissal shall
be made known in writing to the students. Each College shall establish an
appeal mechanism for student-related grievances. The determination of the
status of a student in a College shall be made by the Dean of the College with
the advice of the appropriate committee within each College.
(e) A degree candidate who holds a Faculty appointment shall participate in
academic matters as a Faculty member and not as a student. Without a Faculty
appointment, the student is either a Regular or Student at large, depending
upon the student's registration.
Section 2. Student Representation
(a) Student representative government may be organized for the student body of
each College. Such a representative body shall be organized in a manner so as
to provide appropriate representation for all students in that student body.
(b) The members of such a student representative body shall serve as the
designated representatives for the students in matters between the student
bodies, faculties and administrative officers of the College and University.
(c) A Rush University Student Representative Council may be organized and, if
so, should be constituted equally from among the students of each College. If
a College has an established student representative body, its delegates to such
a council shall be the Chairperson and members of the body. If no such
student representative body exists, delegates to such a council shall be
selected by a student body in such a manner as to provide appropriate
representation for all students in that student body. A council shall elect its
own Chairperson annually.
18
(d) The members of a Rush University Student Representative Council shall serve
as the designated representatives for all students in matters among student
bodies, faculties and administrative officers of the University.
ARTICLE IV
PRIVILEGES AND RESPONSIBILITIES OF THE FACULTY AND STUDENTS
Section 1. Privileges and Responsibilities
(a) It is the policy of the University to maintain and encourage full freedom
within the law for inquiry, discourse, teaching, research and publication, and
to protect the Faculty and students against influences that would restrict the
exercise of these freedoms.
(b) Faculty and students of the University who express public opinions on public
issues must clearly represent themselves and not the University in whole or in
part, unless that opinion has been authorized by the President or the Provost.
(c) Although the administrative processes and activities of the University cannot
be regarded as ends in themselves, such functions are vital to the orderly
pursuit of the work of all members of the University community. Willful and
persistent interference with members of the University community in the
performance of their normal duties and activities must be regarded as
unacceptable obstruction of the essential processes of the University.
ARTICLE V
CREATION OR DISSOLUTION OF COLLEGES
Section 1. Proposal and Approvals Needed for Creation or Dissolution
The creation or dissolution of a College may be proposed by a Senior Representative
Body of Faculty, by the University Council, by the President, by the Provost, or by the
Rush University Board of Overseers and the Board of Trustees. The proposal to create or
dissolve a College shall be submitted for discussion and recommendation to the Senior
Representative Body, if existent, of that Faculty at a regular or specially called meeting,
the conclusions of which shall be transmitted to the University Council for discussion and
recommendation. The recommendations shall be submitted to the Provost who shall
submit the proposal to the President. The President shall then submit the proposal,
together with recommendations, to the Rush University Board of Overseers and the
Board of Trustees for action. See also Article II, Section 2(i)(17).
19
ARTICLE VI
AMENDMENTS
Section 1. Amendment Procedures
(a) A proposal for amendment of these Rules for Governance may be initiated by
any of the following: a petition signed by at least twenty (20) members of any
Faculty and/or students, by the President, by the Provost, by any College
Dean, or by a majority of the members of the Senior Representative Body of a
College Faculty. All such proposals shall include a written, reasoned argument
for the proposed change. The proposal for amendment shall be submitted by
the initiating parties to the University Council, which shall approve,
disapprove stating the reason for disapproval, or return the proposal to the
initiators with recommendations for further review and resubmission. Those
who initiate the proposal shall be informed of the action of the University
Council.
(b) Amendments approved by the University Council shall be submitted to a vote
of the Faculty by a secret ballot at any regularly or specially called Faculty
meeting or anonymous ballot using available, current technology. Each
amendment must be approved by a simple majority of one Rush Faculty
voting in such an election.
(c) The University Council shall transmit the Faculty-approved amendment to the
President, the Board of Overseers and the Board of Trustees for final
approval.
Section 2. College Policies and Procedures
(a) Each College should develop mechanisms for amending its own policies and
procedures.
(b) Proposed policies and procedures, and amendments (‘proposals”) approved by
the Senior Representative Body of the College which shall submit the
proposals to a vote of the Faculty of the College by anonymous ballot. Each
proposal must be approved by a majority of those voting. Thereafter the
proposal shall be transmitted with recommendations to the University
Council, the Provost, the President, the Board of Overseers and the Board of
Trustees for final approval.
20
for the
of
for the
of
RUSH UNIVERSITY
Approved by the Rush University Council: April 4, 2012
Approved by the Rush University Board of Overseers: May 22, 2012
Approved by the Faculty of Rush Medical College: February 7, 2012
Approved by the Board of Trustees: June 7, 2012
1
FOR
OF
RUSH UNIVERSITY
ARTICLE I
THE CORPORATION
NOTATION:
“These Policies and Procedures are in conformance with the Rush
University Rules for Governance and provide specifics related to Rush
Medical College for some Articles and Sections in the University Rules for
Governance. A complete understanding of the Policies and Procedures of
Rush Medical College requires reading the relevant Articles and Sections in
the Rush University Rules for Governance.”
Each Article, Section and Paragraph used in this “Policies and Procedures”
Section of the “Rules” refers to a specific Article, Section and Paragraph in
the Rush University Rules for Governance as approved by the Board of
Trustees July 14,2010.Sections and Articles for the Rush Medical College
were rearranged and brought into alignment with the University Rules for
Governance.
Section 1. (a) The Senior Representative Body of the faculty of Rush Medical College shall be
referred to herein as the Faculty Council.
ARTICLE II
2
Section 1. (a) A Faculty is hereby constituted for Rush Medical College.
(b) Faculty members of Rush Medical College shall be members of the Faculty of Rush
University.
(c) Rush Medical College is responsible for the education and training of medical students.
Section 2. Faculty and House Staff
(a) The Active Faculty of Rush Medical College shall be made up of duly appointed
members whose titles are given below in order of seniority: (i) Professors; (ii) Associate
Professors; (iii) Assistant Professors; (iv) Instructors. The active faculty shall have the right to cast
votes in faculty elections and meetings and to serve on college and University committees.
(b) In addition, all physicians in the graduate medical education programs of Rush
University Medical Center referred herein as “House Staff” shall be automatically appointed as
members of the Faculty with the rank of Assistant. Assistants may serve on committees of Rush
Medical College with full voting rights, but will have no right to cast votes in faculty elections and
meetings. Members of the House Staff may be appointed or promoted to Active Faculty ranks as
provided in Section 2 (d) and (e) below.
(c) The Honorary Faculty shall include those former members of the active Faculty who
have been named to either Emeritus and/or Distinguished status. Those individuals may continue
to serve or be appointed to all Standing, Ad Hoc and Search Committees, without vote, in
accordance with the procedures specified in the Policies and Procedures for these Committees.
i. Associate Professors and Professors who intend to retire may request through
their Department Chairperson nomination to Emeritus Status. Upon the recommendation of the
Chairperson, approval of the Faculty Council and the Dean, the faculty member will be appointed
to the Emeritus Faculty.
ii. In limited circumstances, faculty members may be promoted to the rank of
Distinguished Professor, because of outstanding service to Rush Medical College. The
recommendation will begin with the Dean, and must be approved by the Provost and finally by the
Faculty Council.
(d) All recommendations for initial appointments and for promotions to positions on a
faculty as Associate Professor or Professor shall originate with the department Chairperson with
the approval of departmental advisory committee, and, after review by the College Dean and
approval by the Committee on Senior Faculty Appointments and Promotions (COSFAP), shall be
presented to the College Dean for transmission with a recommendation to the Faculty Council.
Following approval by the Faculty Council all appointments, promotions, and resignations shall be
forwarded to the office of the Provost for final approval. All appointments and promotions to a
senior rank shall be transmitted and handled according to the policies and procedures set forth by
the COSFAP.
(e) All recommendations for faculty appointments, re-appointments and promotions for
Assistant Professors or below shall originate with the department Chairperson with the approval of
3
departmental advisory committee and shall be presented to the College Dean for transmission with
a recommendation to the Faculty Council. Following approval by the Faculty Council all
appointments, re-appointments, promotions, and resignations shall be forwarded to the office of
the Provost for final approval.
(f) Terms and Conditions of Appointment
a. For Instructors, a statement defining the term of appointment, which shall be no greater
than two (2) years, should be included in a Faculty member’s letter of appointment. At the end of
each term of appointment the Department Chairperson may choose one of the following options:
(1) termination of Faculty appointment, (2) re-appointment for another term of up to two (2) years,
or (3) recommendation for promotion to a higher Faculty rank. If the Chairperson does not
reappoint, terminate or promote an Instructor in a timely manner prior to expiration of the Faculty
member’s appointment, the Faculty member’s appointment shall continue for an indefinite term;
provided, however, that the appointment may be terminated in accordance with Article II, Section
3(b) of the Rush University Rules for Governance by providing no less than (i) three months
written notice to the Instructor.
b. For Assistant Professors, a statement defining the term of appointment, which shall be
no greater than three (3) years, should be included in a Faculty member’s letter of appointment. At
the end of each term of appointment the Department Chairperson may choose one of the following
options: (1) termination of Faculty appointment, (2) re-appointment for another term of up to three
(3) years, or (3) recommendation for promotion to Associate Professor or Professor. If the
Chairperson does not reappoint, terminate or promote an Assistant Professor in a timely manner
prior to expiration of the Faculty member’s appointment, the Faculty member’s appointment shall
continue for an indefinite term; provided, however, that the appointment may be terminated in
accordance with Article II, Section 3(b) of the Rush University Rules for Governance by providing
no less than six months written notice to an Assistant Professor who as of the date of notice has
held his rank three years or less and one year written notice to an Assistant Professor who as of the
date of notice has held his rank more than three years.
c. Appointment as Professor or Associate Professor shall be tenured. Among the factors to
be considered for appointment or promotion to tenured ranks are teaching, research and/or
scholarly activity, clinical service, and administrative service, as detailed in the COSFAP Policies
and Procedures. d. Appointments and re-appointments to the visiting Faculty of a College shall be for terms
of one (1) year or less, and may be renewed.
Section 3. Actions against and appeals by a faculty member
(a) When a Chairperson intends to initiate discharge, suspension or other disciplinary
action against a faculty member, the Chairperson shall inform the faculty member specifying
cause(s) in writing prior to submission of a letter to the Dean initiating the process, as outlined in
the Rules for Governance of Rush University. Discharge or suspension of a tenured faculty
member or a faculty member during the term of his/her appointment requires the concurrence of
the Dean.
4
(b) Faculty Grievance Procedure
(1) The College establishes the following grievance procedure for faculty members. House
Staff with faculty appointments are not entitled access to the grievance procedure, since they are
governed entirely by their own contracts. A grievance procedure for House Staff is outlined in the
House Staff Annual Agreement.
(2) Subject Matter of a Grievance. A faculty member may grieve as a matter of right a
suspension, a non-renewal of appointment where the faculty member’s Medical Staff appointment
depends upon his/her faculty appointment, a reduction in salary, a Chairperson’s refusal to submit
a request for promotion to a tenured rank to a committee on Senior Faculty Appointments or
Promotions, a discharge for cause or for a violation of the University Rules for Governance and/or
the Policies and Procedures for Rules for Governance of Rush Medical College. Such grievance
will not serve to postpone the action that is the subject of the grievance. The Grievance Committee
may consider other issues not specifically enumerated herein. It shall have the discretion to dismiss
a grievance prior to a full hearing in situations where the grievant is not entitled to a hearing as a
matter of right. In such cases the grievant may appeal that decision to the Dean (or the President
where the grievance is initiated against the Dean). The Dean (or the President) may order that a
hearing be held by the Grievance Committee.
For a grievance contesting a non-renewal of appointment, the Grievant’s grounds for
challenging the decision shall be limited to the following:
a. his or her case for appointment has been handled in an arbitrary and/or capricious
manner; or
b. violation of academic freedom in the decision making process; or
c. discrimination on a basis prohibited by law including, but not limited to, race, color,
religion, national origin, sex, sexual orientation, marital status, parental status, age, disability or
veteran status.
(3) Procedure. Grievances must be initiated and processed in the following manner:
a. Step One – Initiation of a Grievance. A grievance must first be presented to the faculty
member’s Department Chairperson in writing within twenty (20) working days of the discovery of
the events leading to the grievance. The Chairperson must consult with the Department Advisory
Committee and respond in writing to the grievant within twenty working days. Grievances filed by
a Department Chairperson must be presented in a similar manner to the Dean.
b. Step Two – Informal Resolution. If a grievance is not resolved at Step One, the Dean (or
the President where the grievance is initiated against the Dean) may attempt informal methods of
resolving the grievance, including, but not limited to, the appointment of a mediator.
c. Step Three – Faculty Grievance Hearing. If the matter is not resolved by the informal
5
methods, the faculty member (grievant) may request in writing a review of his/her grievance by the
Committee on Committees. The Committee on Committees or a subcommittee appointed by its
Chair shall serve as a Grievance Committee. The Grievance Committee or subcommittee thereof
may determine if the submission of the grievance has been made in a timely manner. The
Grievance Committee or subcommittee thereof shall conduct a hearing for the purpose of
considering relevant documents, witness testimony, written statements and oral or written
argument prior to making a determination as to the merits of the case. The Grievance Committee
shall establish rules for the conduct of such hearings, which shall be consistent with these Rules.
These Rules for Hearings are shown in Appendix A of the Policies and Procedures of the
Committee on Committee and may be amended by the Grievance Committee subject to the
approval of Faculty Council. The Grievance Committee’s written determination shall be
transmitted to the faculty member (grievant) or members, the Department Chairperson, the Dean,
the Provost, and the President in a timely manner as determined by the Grievance Committee.
d. Step Four – Appellate Review; Faculty Council. Any party to a grievance may appeal a
final decision of the Grievance Committee to the Faculty Council by filing a written notice of
appeal to the Dean in his/her capacity as Chair of the Faculty Council within thirty (30) calendar
days after receipt of the decision being appealed. The notice of appeal shall state the grounds of
support of the appeal. The Chair of the Faculty Council may appoint a subcommittee of the Faculty
Council comprised of no less than three and no more than five members who, with the Chair of the
Faculty Council, shall hear the appeal on behalf of the Faculty Council. The appeal committee
shall include at least one faculty member from the Office of Basic Sciences, the Office of Medical
Sciences and the Office of Surgical Sciences. Where the Dean is the Respondent to a grievance,
the Provost or President will serve as Chair of the appeal committee.
The appeal committee shall limit its review to the record considered by the Grievance
Committee and written submissions of the party filing the appeal and the party opposing the appeal
as the appeal committee may allow. The appeal committee in its sole discretion may permit the
parties to make oral presentations in support of their positions but shall not hear witnesses or new
evidence. The standard of review for the appeal committee shall be whether there is a reasonable
basis for the decision of the Grievance Committee and the decision is consistent with the mission
and vision of Rush University Medical Center.
The appeal committee may affirm, reverse, modify or remand the decision to the Grievance
Committee for further consideration consistent with its written opinion. The decision of the appeal
committee shall be communicated to all parties to the grievance including the grievant, other
faculty members, the Chairperson, the Dean, the Provost and the President, within thirty (30)
calendar days or such other time as the appeal committee may determine.
e. Step Five – Appeal to University Council. Within fourteen (14) calendar days of the
Faculty Council’s decision, a request for review may be submitted to the University Council
pursuant to Article II, Section 11(c) (9) of the Rush University Rules for Governance.
f. Election of Remedies. A faculty member may not proceed with concurrent or subsequent
appeals before other hearing bodies within the University/Medical Center covering the same
subject matter.
g. Employment Status. A faculty member who has entered into a written agreement that
6
provides for loss of faculty status upon the termination of that agreement may not grieve the loss of
his/her faculty status before the Rush Medical College Grievance Committee.
ACADEMIC FUNCTIONS OF A FACULTY
Section 4. (a) A faculty member is expected to take part in teaching, research and/or scholarly, and
other academic activities, and to give reasonable service on committees along with other
responsibilities outlined in the Rush University Rules of Governance.
(b) Other professional and academic activities
(1) Academic activities of Faculty not related to Medical Center programs shall not be in
conflict with the interests of the Medical Center/University and are subject to the restraints
imposed by Article IV of University Rules of Governance. Additional academic or professional
activities must be approved by the Department Chairperson and the Office of the Dean.
A COLLEGE DEPARTMENT
Section 5. (a) The Department is established to carry on programs of instruction and research, and
provide patient care in a particular field of knowledge. The Faculty of a Department includes
persons of all ranks who, on the nomination of its Chairperson, are appointed or assigned to it.
(b) A Department may be created, abolished, or merged with another Department(s) by the
Governing Body as detailed in the Rush University Rules for Governance Article II, section
2(i)(18).
(c) Each Department shall have an Advisory Committee. The Advisory Committee shall
serve as the Department Appointments and Promotions Committee. At least half of the Advisory
Committee shall be elected by the Department Faculty for terms of three (3) years; other members
may be appointed by the Department Chairperson. Meetings of the Department Advisory
Committee may be called by the Chairperson and by any member of the Committee. The
Chairperson shall be a member of the Department Advisory Committee, with vote. The
membership of the Advisory Committee shall be representative of the Department faculty.
(d) Departments may be organized into Divisions and Sections. Department Divisions
shall consist of two or more Sections. These Divisions and Sections may be established or
abolished upon recommendation of the Department Chairperson, approval by the Faculty Council
and approval by the Dean.
(e) The Medical College Departments are established, and are organized as Basic Sciences,
Medical Sciences, and Surgical Sciences for administrative purposes, such as selection of
members of the Faculty Council and the Committee on Committees.
Section 6. (1) The Chairperson of a Department shall be appointed by the Governing Body upon
nomination by the President, after recommendation of the Search Committee and the Dean.
7
(2) A nomination for appointment as a Chairperson of a Department in the College shall
originate in a Search Committee representing the faculty, house staff, students and the Medical
Staff. This Search Committee is to be appointed by the Dean after consultations with the President
of the Medical Staff and the Chairperson of the Committee on Committees. Each Search
Committee shall consist of twelve members, and be constituted as follows:
(a)
Members from other Departments
- Two Department Chairpersons
- Three Faculty at large
- Two non-physician Faculty
- One member of the House Staff with a Faculty appointment
One member from another Department shall serve as Chair of the Committee, as appointed
by the Dean.
(b)
Two members from the Department concerned (neither shall be the incumbent,
previous, or acting Chairperson).
(c)
The President of the Medical Staff or the immediate past President of the Medical
(d)
One student from the Medical College
Staff
(e)
The Dean may appoint other ex officio members without vote to the Search
Committee. One of ex officio members shall be an appropriate representative of the Medical Staff
to ensure diversity of the committee and the pool of the applicants.
The Dean shall be a member ex officio without vote. For Departments represented in two
or more colleges, the Deans of the other respective colleges shall be members ex officio
without vote
(3) The report of the Search Committee, signed by each member, shall be reviewed by the
Office of the Dean. The Dean will inform the Faculty Council of the choice for Chairperson. If
within reasonable time the Search Committee has not made recommendations concerning
candidates, the Dean may reconstitute the Search Committee.
(4) Term of Office. A Chairperson’s initial administrative term shall be agreed upon by the
Dean and the incoming Chairperson. During each and any term, but no later than the beginning of
the final year, the Dean shall appoint an Ad Hoc Committee of not less than three members, one of
whom shall be recommended by the Chairperson, to conduct a review of the Chairperson and the
Department and make recommendations to the Dean. The recommendations may include: a)
continuation of appointment for another term; b) a comprehensive review by an Ad Hoc
Committee as described above; or c) an external review. Following the review, the Dean and the
Chairperson may arrive at a subsequent term in office or the Dean may remove the Chairperson
from his/her administrative role. If a Chairperson does not continue in his/her administrative role,
8
he/she will continue to retain his/her rank and tenure as a member of the Faculty. Salary as
Chairperson shall terminate, and a new salary shall be negotiated with the Dean.
(5) In the event that a Department is without a Chairperson, an Acting Chairperson shall be
appointed by the Dean with the Faculty Council being informed. The Acting Chairperson shall
serve until a new incumbent shall be appointed in the manner described in Article II Section 6 (1).
An Acting Chairperson shall not be appointed for more than two years, but can be reappointed by
the Dean with the Faculty Council being informed.
(6) In each Department, the Chairperson shall have responsibility for the general direction
of the professional and academic work of the Department. In regard to Departmental policies, the
Chairperson shall consult regularly with the Departmental Advisory Committee. The Department
Advisory Committee shall be representative of the faculty of the Department. The Chairperson of
the Department shall regularly call meetings of the Department Faculty for explanation and
discussion of policies, educational procedures, and research. He/she shall be responsible for the
organization of the work of the Department, including patient care as applicable, for the quality
and efficient progress of that work, and for the execution of the University and College policies
insofar as they concern the Department. The Chairperson shall prepare Departmental budgets, and
be responsible for the distribution and expenditure of Departmental funds and for the care of
Departmental property. The Chairperson shall have general responsibility for the education and
training of Medical Students and Graduate Medical Education House Staff as applicable in the
disciplines appropriate to the Department, and coordination of Medical College teaching programs
with the relevant Medical College Committees.
MEETINGS
Section 7.
(1) The Dean shall preside at all meetings of the Faculty. In the absence of the Dean, or if
he/she is unable to preside, an appropriate senior faculty member shall preside.
(2) There shall be at least two (2) regular Faculty meetings annually. The Dean shall
determine the dates and times of these meetings. The Dean shall determine meeting’s agenda
including provisions for new business that shall be made available to all Faculty at least ten (10)
days before the meeting. Special meetings of the Faculty may be called at any time by the
President or the Dean. A special meeting of the Faculty may also be convened upon petition by
fifty (50) Faculty members according to the Rules for Governance of Rush University. Such
petition shall be delivered to the Dean, who may schedule a special meeting not later than ten (10)
calendar days after receipt of the petition unless the petition designates a later date; later dates shall
be negotiated with the Dean. Notice of a special meeting with an agenda shall be made available to
all Faculty members no less than five (5) days before the meeting. Only subjects specifically listed
on the agenda of a special meeting may be considered at that meeting.
COMMITTEES
9
Section 8. (a) Faculty Council. The Senior Representative Body for Rush Medical College shall be
the Faculty Council.
(b) Committee on Committees. The Committee on Committees shall annually review each
standing committee, and create a list of faculty members to fill open positions on each
committee. Further, it shall review the Policies and Procedures of standing committees and make
recommendations regarding any amendments to these to the Faculty Council.
(c) Faculty Council and Committee on Committees.
(1) The Faculty shall elect the Faculty Council and Committee on Committees for the next
academic year prior to the final regularly scheduled meeting of the academic year. Current
assistant and associate Deans may not be nominated for membership on the Faculty Council or
Committee on Committees, but may be appointed to it to serve ex officio without vote by the
Dean.
(2) Composition. The Faculty Council and Committee on Committees each shall consist of
nine (9) Professors members, three (3) Associate Professors members, three Assistant Professors
members, three (3) Instructors and/or Assistants members; and up to four (4) medical students.
The Committee on Committees will also include at least one faculty member who is a member of
the House Staff in its recommendation for membership on each Standing Committee.
(3) Election for each committee. The Professors shall elect nine (9) members from among
themselves, three (3) each from the Departments within the Office of Basic Sciences, the Office of
Medical Sciences, and the Office of Surgical Sciences, for three (3) year terms of office with
one-third being elected each year. The Associate Professors shall elect three (3) members from
among themselves, one (1) each from the Departments within the Office of Basic Sciences, the
Office of Medical Sciences, and the Office of Surgical Sciences, for three (3) year terms of office
with one-third being elected each year. The Assistant Professors shall elect three (3) members, one
(1) from each of the above Offices for three (3) year terms of office with one-third being elected
each year. The Instructors and/or Assistants shall elect three (3) members for each Committee, one
(1) from each of the above Offices for a one (1) year term. The Medical Students may also elect up
to four (4) members for each committee, one (1) from each Medical College class, for one (1) year
term.
(4) The Dean shall be a member of and presiding officer of the Faculty Council, and may
vote in case of a tie. In the Dean’s absence or inability to preside, a Professor selected by the Dean
shall preside. The Dean or his/her designate shall convene the Faculty Council within the first two
weeks of the academic year and monthly thereafter.
(5) If a member of the Faculty Council or Committee on Committees, whose remaining
term of office is more than one (1) year, is promoted or appointed to the Office of the Dean during
an academic year, the member’s position on the Faculty Council or Committee on Committees will
be vacated and a new member of appropriate rank shall be elected to fill the unexpired term at the
next election. In the event that a member of the faculty Council or Committee on Committees
whose term of office is more than one (1) year is unable to serve, a new member of appropriate
10
rank shall be elected to fill the unexpired term at the next election. The Dean may appoint a new
member of appropriate rank to fill the vacant positions until the end of the academic year. Any
member of the Faculty Council or Committee on Committees is eligible to be reelected.
(6) The annual election shall take place by anonymous vote. No faculty member may serve
on both the Faculty Council and the Committee on Committees concurrently. The election of the
Faculty Council shall precede the election of the Committee on Committees. The duties of the
members of shall begin on the following July 1st.
(7) The newly elected Committee on Committees shall be convened either by the Dean or
the immediate past Chair within the first two weeks of the academic year, at which time the
Committee shall elect a Chair from among its members.
(8) The Committee on Committees shall also serve as the Grievance Committee as outlined
at Article II, Section 3 (b)_of these Rules.
(d) Standing Committees.
(1) The minimum number of members of each of the Standing Committees shall be
determined by the Committee on Committees in consultation with the Chairs of the Standing
Committees. At least one faculty member who is a member of the House Staff will be included in
recommendations for membership on each Standing Committee, to be elected by the House Staff.
The number of medical students from each year, to be elected by the Medical Students, to serve on
each of the standing committee shall be determined by the Committee on Committees in
consultation with the Chairs of each of the Standing Committees and in accordance with the
Policies and Procedures of each of the standing committees.
(2) Changes to the Standing Committees may be made by recommendation of the
Committee on Committees to the Dean and approved by the Faculty Council. A Manual of Policies
and Procedures of each Committee shall be reviewed when necessary by the Committee on
Committees, and changes shall be approved by the Faculty Council.
(3) The lists of the Committees, the numbers of positions appointed on each, and the
nominees recommended for them shall be prepared by the Committee on Committees and
circulated to the faculty, four (4) weeks before the last faculty meeting. The Dean shall arrange for
the presentation of slates of nominees at the last faculty meeting, at which the faculty standing
committee membership shall be elected by a majority of those voting on anonymous ballot. The
roster of the newly elected committees shall be made public within one (1) week following the
annual election.
(4) Standing Committee members will be elected for three (3) year terms, with one-third
elected each year. Faculty members may not succeed themselves on the same committee after a
three year term, but may be re-elected to that committee after a hiatus of one year; at its discretion,
the Committee on Committees may extend a faculty member’s tenure on a committee.
(5) Members of the Dean’s Office (assistant and associate Deans) cannot be nominated for
11
membership on Standing Committees, but may serve in an ex officio capacity, without vote. Upon
appointment to the Office of the Dean, faculty members may continue to serve on Standing
Committees only until the end of that academic year.
(6) Interim Committee vacancies can be filled for that academic year with appointees
selected by the Committee on Committees, with the approval of the Faculty Council.
(7) Each Standing Committee shall maintain a Manual of Policies and Procedures that shall
be reviewed when necessary to maintain in accordance with standards of Rush University.
Changes in the Manual shall be submitted to the Committee on Committees for comment prior to
submission to the Faculty Council for approval.
UNIVERSITY COUNCIL
Section 9. At the first or second meeting of the academic year, the Faculty Council shall elect three
(3) of its members to be on the University Council for one (1) three-year term of office. At least
one faculty member shall hold the rank of Professor or Associate Professor, and at least one faculty
member shall hold the rank of Assistant Professor or Instructor.
ARTICLE III
AMENDMENTS
Section 1: Amendment Procedures for Rush Medical College
The Faculty Council shall appoint an Ad Hoc Committee on Rules for Governance that will work
on amendments and revisions of these Policies and Procedures. The Ad Hoc Committee shall
report directly to the Faculty Council. The following process shall be carried out in a timely
manner. Proposed amendments shall be submitted to the Faculty Council for their approval;
reasons for any non-approval shall be stated in writing with recommendations for revision. If
approved, the amendments shall be submitted to the University Council for review of consistency
with the Rush University Rules for Governance. Upon approval by the University Council, the
Faculty Council shall submit the amendments to the Faculty of Rush Medical College for vote.
The vote shall be by anonymous ballot. Approval shall be by majority of those voting. Upon
approval, the proposed amendments shall be transmitted to the Provost, the President and the
Governing Body for final approval.
12
Teacher-Learner Relationship
Expectations for the Teacher-Learner Relationship
Rush Medical College has a long-standing tradition of valuing and creating a productive and positive
learning environment for its students – this environment is an institutional asset that is vital to carrying out
our missions in teaching, patient care, and research. The relationship between teachers and learners should
be based on mutual trust, respect, and responsibility. The expectations for maintaining a professional
teacher-learner relationship are relevant to all faculty, residents, staff, and students who participate in
educational activities in the classroom, laboratory, research, or clinical settings where there is a focus on
education, patient care, and ethical conduct.
Expectations for Learners
Students are expected to participate in the learning process in an active, respectful and professional manner.
Students' motivation and actions should be appropriately directed at gaining the knowledge, skills, and
values that are required to become a competent, ethical, and compassionate physician. This includes the
following:
• Being adequately prepared for learning activities in the classroom, laboratory, research, and clinical
settings,
• Treating faculty, residents, staff, and fellow students with respect and collegiality,
• Actively and appropriately seeking information to improve their own performance,
• Reflecting on their performance and educational experiences to inform their self-directed learning and
study,
• Adhering to the tenets of the “University Statement on Student Conduct” and the “University
Statement on Academic Honesty,” as well as the student-authored “Student Honor Code,“ Resolving
conflict in an appropriate and professional manner, and
• Providing constructive feedback and evaluation about their learning experiences.
Expectations for Teachers
Teachers are expected to participate in the learning process in an active, respectful and professional manner.
Faculty, residents, and staff who work with students and residents are charged with helping these learners to
become competent, ethical, and compassionate physicians. This includes the following:
• Being adequately prepared for learning activities in the classroom, laboratory, research, and clinical
settings,
• Treating learners and fellow teachers with respect and collegiality,
• Providing learners with clear expectations for performance, and when applicable, a detailed, written
outline of course objectives and expectations,
• Providing learners with ongoing, specific and constructive feedback about their performance, Reflecting
on their teaching to inform their own self-directed learning and study,
• Actively participating in the development and improvement of courses and their content, Timely
completion of fair and accurate evaluation of student performance,
•
•
•
Holding students accountable to the tenets of the “University Statement on Student Conduct” and the
“University Statement on Academic Honesty,” as well as the student-authored “Student Honor Code,“
Resolving conflict in an appropriate and professional manner, and
Utilizing feedback and evaluation to improve their teaching.
Behaviors that Undermine Productive Teacher-Learner Relationships
While student mistreatment is rare, any occurrence is unacceptable, and Rush Medical College’s policy is one
of zero tolerance of behaviors that undermine productive teacher-learner relationships such as violence,
sexual harassment, discrimination, and abuse. Student mistreatment may be verbal, psychological or
physical. It includes, but is not limited to, sexual harassment, discrimination due to age, racial and ethnic
background, religion, sexual orientation, national origin, or disability.
All personnel will treat students in a collegial and professional manner. Other types of behavior can be
inappropriate if the effect interferes with professional development. Behaviors such as making demeaning or
derogatory remarks, belittling comments or destructive criticism fall into this category.
Student mistreatment includes but is not limited to treating students in a harmful, injurious or offensive way:
attacking in words, speaking insultingly, harshly or unjustly to or about a student1, reviling or demeaning a
student, undermining the self esteem or confidence of a student. Sexual harassment includes but is not
limited to: offensive comments to or about the student; unwanted attention or unwelcome verbal advances;
unwanted persistent invitations; unwelcome, explicit propositions; offensive displays; offensive body
language; unwanted physical advances; and/or sexual bribery2. Mistreatment creates a hostile environment in
which to work, and is also addressed in the Rush University Medical Center Policies and Procedures.
Incidents of mistreatment may cover a spectrum from flagrant to ambiguous. The person responsible for
mistreatment may be a member of the faculty, a resident, a nurse, another student, a member of the
administration, a hospital employee, or even a patient. Examples of inappropriate behaviors are:
1. physical punishment or physical threats,
2. sexual harassment,
3. discrimination based on race, religion, ethnicity, sex, age, sexual orientation, or physical
disabilities,
4. psychological punishment of a student by a superior (e.g. public humiliation,
threats and intimidation, removal of privileges),
5. grading used to punish a student rather than to evaluate objective performance,
6. assigning tasks for punishment rather than educational purposes,
7. requiring the performance of personal services,
8. taking credit for another individual's work,
9. intentional neglect or intentional lack of communication.
Providing critique and receiving feedback are essential components of the learning process. Effective and
constructive feedback focuses on observed behavior rather than personal characteristics and should be
provided in a way that promotes learning and maintains a positive learning environment.
Procedures for Reporting Allegations of Mistreatment
1
2
Silver, HK, Glicken, AD. Medical student abuse, JAMA 263: 527-532, 1990.
Komaroy, M, Bindman , AB , Haber, RJ, Sande, MA . Sexual harassment in medical training. NEJM 328: 322-326, 1993.
2|Page
The reporting and resolution sections of this policy are designed to protect students from retaliation and to
protect those charged with mistreatment from unfair accusations. The name of the student, the reporting
individual, and the individual(s) responsible for the alleged mistreatment will be held in strict confidence on
a need-to-know basis.
The Special Committee on the RMC Environment (SCORE) is charged with the review of student concerns
regarding the learning environment and the development of action plans in response to episodes of alleged
medical student mistreatment. A committee of students, faculty, and administration, SCORE works with the
RMC community to promote a positive learning environment. SCORE represents one process for
reporting and dealing with student mistreatment issues at RMC and Rush University. The RMC Dean’s
Office, RMC Office of Medical Student Programs (OMSP), RMC faculty and clerkship director offices,
Rush University Provost’s Office, and RUMC Department of Human Resources (HR) are also points of
contact for student complaints about mistreatment.
An incident of mistreatment may be reported by the student or by an individual who witnessed the incident
of mistreatment. SCORE and RMC have several mechanisms or channels for making student mistreatment
reports. Mechanisms through which students or others may report frank mistreatment or other behaviors
that undermine the learning environment include:
• a web-based reporting tool maintained by SCORE3;
• written reports in course reviews;
• written or oral communication with SCORE members, the Ombudsperson, any faculty members,
faculty advisors, peer advisors, any member of the OMSP faculty and staff, any member of the
RMC Dean’s Office, any member of Rush University’s Provost’s Office,and RUMC’s Senior Vice
President of Human Resources / Equal Opportunity Coordinator; and
• RUMC’s hotline (877-787-4009).
Through several of these mechanisms, particularly the online submission form, students and others have the
ability to report complaints anonymously. While anonymous submissions are accepted, reporters are
encouraged to identify themselves so that more thorough follow up and action planning can occur. Other
individuals may report on behalf of a student, but SCORE will attempt to obtain the consent of the student
before proceeding. Some events, however, may require action even if the student does not wish to pursue
the complaint.
Process for Addressing Mistreatment Allegations
SCORE is of unique and critical value to RMC, Rush University and RUMC because it directly involves and
empowers students to report, review, and resolve mistreatment claims. However, students should be aware
that the full resources of RUMC, including RUMC senior leadership, support the process of addressing and
redressing allegations of student mistreatment. In fact, the OMSP oversees and provides central
management of processes for addressing student mistreatment at RMC, and ultimate investigatory and
disciplinary authority is supervised and handled by OMSP and other senior management of RMC and Rush
University.
The SCORE process for managing reports of mistreatment is delineated here, but the OMSP and RUMC’s
HR and Office of Legal Affairs (OLA) may initiate procedures that supplement or, rarely, even supersede
this process for complaints involving RMC or RUMC staff, faculty, employees or students that form a
possible violation of law, including sexual harassment; unwanted physical contact; discrimination based on
3
Currently: https://www.surveymonkey.com/s/SCORE_Reporting
3|Page
race, ethnicity, gender, national origin, and/or sexual orientation; retaliatory action against a complainant;
similar serious misconduct with legal repercussions; or incidents where there is an established pattern of
repeated but less serious misconduct.
SCORE Procedure for Managing Reports
1. Reports of student mistreatment from all sources are monitored by and transmitted to the OMSP
and collated by the OMSP support person.
2. OMSP support person communicates complaint to the SCORE Co-Chairs who determine whether
the report must be addressed immediately or can be addressed at the next regular meeting.
3. SCORE investigates complaint of student mistreatment. OMSP notifies HR and Office of Legal
Affairs (OLA) prior to the initiation of an investigation when there are complaints involving RMC
or RUMC staff, faculty, employees or students that form a possible violation of law, including sexual
harassment; unwanted physical contact; discrimination based on race, ethnicity, gender, national
origin, and/or sexual orientation; retaliatory action against a complainant; similar serious misconduct
with legal repercussions; or incidents where there is an established pattern of repeated but less
serious misconduct.
4. Any investigation that results in a finding that confirms student mistreatment is reported to OMSP.
5. SCORE develops an action plan to address the complaint and finding.
6. Action plan carried out and results are recorded. Any action plan that recommends discipline of
RMC faculty, staff, employees, or students is first conveyed to OMSP, which works with HR, OLA
and, as appropriate, the Executive Committee of the Medical Staff to ensure uniform and
appropriate discipline can be taken.
7. Information regarding the entire report is recorded in the SCORE database by the OMSP support
person and is also tracked by OMSP, which collates RMC mistreatment information from all
sources.
8. A summary of the activities of SCORE is reported quarterly to the Dean.
9. Final action plans are reported to the Rush University Diversity and Inclusion group for further
tracking.
Prohibition Against Retaliation
Retaliatory conduct against an individual who brings a complaint or provides information during an
investigation of such a complaint is not tolerated. “Retaliatory conduct” is conduct that adversely and
unjustifiably affects the terms and conditions of another's education status, quality of life, or education
experience and that is motivated by intent to cause harm because of the targeted individual's involvement in
the filing or investigation of a complaint about mistreatment. Students who believe that retaliatory actions
have been taken against them should communicate their concerns immediately to the Office of Medical
Student Programs.
Acknowledgement:
Sections of this policy have been adapted from the teacher-learner relationship policies from the UMDNJ
New Jersey Medical School, Drexel University School of Medicine, and Georgetown University School of
Medicine and from the Rush University Policy and Procedures Concerning Sexual and other Harassment.
Adopted November 2004
Revisions Reviewed by Office of Legal Affairs, January 24, 2014
Revisions Approved by Faculty Council, February 4, 2014
4|Page
Faculty Responses to Student Mistreatment
Observed or suspected mistreatment of an RMC student may be reported by the affected student, other
students, faculty or staff. While student mistreatment is rare, any occurrence is unacceptable and inconsistent
with the RMC policy of zero tolerance of student mistreatment as described in the Rush Medical College TeacherLearner Relationship. The Special Committee on the RMC Environment (SCORE) is charged with the review
of concerns regarding the learning environment and the development of action plans in response to episodes
of alleged medical student mistreatment. A committee of students, faculty, and administration, SCORE works
with the RMC community to promote a positive learning environment.
SCORE represents one process for reporting and addressing student mistreatment issues at RMC, but
SCORE and RMC actually have several available mechanisms for making student mistreatment reports.
Mechanisms through which incidents of mistreatment may be reported by faculty include:




a web-based tool maintained by SCORE1;
written or oral communication with SCORE members, the SCORE Ombudsperson2, any
member of the OMSP faculty and staff, any member of the RMC Dean’s Office, any
member of Rush University’s Provost’s Office, and RUMC’s Senior Vice President of
Human Resources / Equal Opportunity Coordinator; and
RUMC’s hotline (877-787-4009).
Although not a reporting mechanism, faculty may also refer students distressed by
experiences of mistreatment to the University Counseling Center.
Through several of these mechanisms, particularly the online submission form, students and others have the
ability to report complaints anonymously. While anonymous submissions are accepted, reporters are
encouraged to identify themselves so that more thorough follow up and action planning can occur. Other
individuals may report on behalf of a student, but SCORE will attempt to obtain the consent of the student
before proceeding. Some events, however, may require action even if the student does not wish to pursue the
complaint.
1
2
Currently: https://www.surveymonkey.com/s/SCORE_Reporting
Currently David Ansell, M.D.
OF THE
COLLEGE OF NURSING
IN ACCORDANCE WITH THE
OF
RUSH UNIVERSITY
Approved by the Faculty of Rush College of Nursing: 4/15/09
Amendments approved by Rush College of Nursing: 8/6/10
Amendment to Article 2, section 2(d) approved by Rush College of Nursing: 12/10/2010
Approved by the Rush University Council: 1/19/2011
Approved by the Board of Overseers: 2/22/2011
Approved by the Board of Trustees: 3/9/2011
1
CONTENTS
ARTICLE I ±THE CORPORATION
Page
Section 1.
Purpose............................................................................................................5
ARTICLE II ± FACULTY ORGANIZATION
Section 1. Faculty of the College of 1XUVLQJ««««««««««««««««
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Categories of Faculty (See University Rules for Governance Section 2, a-e)
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Conditions of Appointment for Active Faculty [See University Rules for
Governance Section 2 (f) through (i)]
a. Approval of New Appointments, Reappointments and Promotions...8
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c. The Department Chairperson with the Approval of the Dean May
Suspend or Discharge a FacXOW\0HPEHUIRU&DXVH««««««
d. Each College Shall Establish Policies and Procedures for Actions
Against and Appeals by a Facult\0HPEHUXQGHUWKLV$UWLFOH«««
e. Policies and Procedures for Actions Against and Appeals by a
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Section 4.
College Faculty [See University Rules for Governance Section 4.
(a) and (E@««««««««««««««««««««««««
(a) The College of Nursing Faculty is Responsible for Creating
and Modifying a Faculty Self-*RYHUQDQFH6WUXFWXUH«««««
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Section 5.
The College Dean
D$SSRLQWPHQWRI'HDQV««««««««««««««««««
b. The Board of Trustees Shall Appoint The Associate and
Assistant Deans Upon The Recommendation of The Dean and
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c. The Dean of The College of Nursing Has Responsibility and
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Section 6.
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a. Procedures for Creating DQG$EROLVKLQJ'HSDUWPHQW«««««
b. Voting in 'HSDUWPHQWDO0DWWHUV««««««««««««««-17
F'HSDUWPHQW&KDLUSHUVRQ«««««««««««««««««-20
Section 7.
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a. The Presiding Officer of The Faculty Senate Will Convene and
3UHVLGH2YHU)DFXOW\0HHWLQJV««««««««««««««...20
b. Regular Meetings of The Faculty Will be Called at Least Once a
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Section 8.
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D)DFXOW\6HQDWH««««««««««««««««««««««-24
b. Faculty Standing Committees and General Procedures for
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3
c. Admissions and ProgUHVVLRQV&RPPLWWHH««««««««««-27
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f. Doctor of Nursing Practice (DNP) CurricXOXP&RPPLWWHH«««-29
g. Doctor of Philosophy in Nursing Sciences (PhD) Curriculum
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h. Faculty Appointments aQG3URPRWLRQV&RPPLWWHH«««««««
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Section 9.
University Council 5XVK8QLYHUVLW\«««««««««««««««
a. MemEHUVKLS«««««««««««««««««««««««-32
Section 10.
Graduate College &RXQFLO««««««««««««««««««
a. Membership
ARTICLE III ± STUDENT AFFAIRS
Section 1.
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a. Categories of Students [See Rush University Rules for
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Section 2.
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a. Rush University Student Representative Council. Student
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ARTICLE IV
(See Rush University Rules for Governance)
ARTICLE V
ARTICLE VI ± AMENDMENTS
Section 1.
Amendment Procedures (See Rush University Rules for Governance)..40
Section 2.
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a. The Policies and Procedures of the College of Nursing are under
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ARTICLE I
THE CORPORATION
Section 1. Purpose
These Policies and Procedures are in conformance with the Rules for Governance
including Policies and Procedures for the Faculty and Students of Rush College of
Nursing, Rush College of Health Sciences, Rush Graduate College, Rush Medical
College of Rush University (hereafter referred to as Rush University Rules for
Governance) and provide specifics related to the College of Nursing for some Articles
and Sections in the Rush University Rules for Governance. A complete understanding
of the Policies and Procedures of the College of Nursing requires reading the relevant
Articles and Sections in the Rush University Rules for Governance. Each Article,
Section, and Paragraph number used in the Policies and Procedures of the College of
Nursing refers to a specific Article, Section and Paragraph in the Rush University Rules
for Governance as approved by the Board of Trustees, June 11, 2007, revised January
2008.
Section 2. Mission Statement
MISSION
Insert link
Section 3. Definition and Role of Governing Body
The Senior Representative Body of the Faculty of the College of Nursing shall be
referred to herein as the Faculty Senate.
6
ARTICLE II
Section 1. Faculty of the College of Nursing. The Faculty of the College of Nursing is
responsible for the teaching, research, and scholarly activities of the College.
Section 2. Faculty Conditions
Categories of Faculty (See University Rules for Governance Section 2, a-e):
(a) Active Faculty. The Active Faculty of the College of Nursing shall be made up
of those members with an appointment of 50% (.5 FTE) or greater. The Active
Faculty shall be the voting membership of the College and shall be eligible to sit
on Standing Committees. If a Faculty member holding less than a 50% (.5 FTE)
appointment wishes to be considered Active Faculty, he or she will request active
status annually prior to July 1 from the Department Chair. If approved by the
Department Chair, the request must be forwarded to the Dean within five working
days. If approved by the Dean, the request is forwarded to the Faculty Senate for
a decision by August 1.
(b) Emeritus Faculty. A Faculty member leaving Rush University College of
Nursing may be awarded emeritus status at the rank or title held at the time of
departure in recognition of distinguished service to the College of Nursing. To be
eligible for emeritus status, the individual must be at Senior rank (Associate or
Full Professor) and have completed six years of full-time service to the College of
Nursing. Under special circumstances, individuals who do not meet these criteria
may be considered for emeritus status upon recommendation of the Department
Chairperson and the Dean.
A Faculty member nominated by the Department Chair will submit his or her
name and credentials to the Chair of the Faculty Appointments and Promotions
Committee. The Committee will send its recommendation to the Faculty Senate
for approval. Upon receipt of Faculty Senate approval, the Dean will make a
recommendation and forward it to the Provost.
Privileges of Emeritus Faculty shall include use of the title emeritus, listing on
faculty and e-mail rosters, access to educational resources, attendance at
College of Nursing and Departmental Faculty meetings, and continued faculty
status in an advisory capacity, without vote, on committees, groups, or task
forces. Any additional resources or privileges must be approved by the Dean in
a formal letter.
7
(c) The Visiting Faculty shall include those individuals appointed for a limited
term whose ranks shall be recommended by the Department Chairperson and
receive the approval of the Dean and Provost. The Visiting Faculty shall have no
formal Faculty Rights or Privileges. They may participate in College Faculty
meetings and serve on College Committees upon the request of the Dean and/or
the appropriate College Committee.
(d) Members of the Adjunct Faculty shall be assigned rank consistent with Rush
College of Nursing rank criteria. The Adjunct Faculty include individuals who are
associated with other academic, governmental, or corporate institutions that are
not based at Rush University, but who make contributions to academic programs
in the College of Nursing. Members of the Adjunct Faculty are appointed upon
recommendation of the appropriate Department Chairperson, with approval by
the Dean and Provost. Appointment terms are consistent with the University
Rules for Governance.
Appointments shall be for up to one (1) year. The appointments may be renewed
for terms of up to two (2) years. The Adjunct Faculty shall have no formal faculty
rights or privileges. Members may participate in College Faculty meetings and
serve on College Committees upon the request of the appropriate College
Committee. Adjunct appointments generally are not remunerated, except under
special circumstances.
(e) Nurses who are employed by Rush University Medical Center or its affiliates
may be appointed as Clinical Teaching Associates or Clinical Instructors. The
appointment corresponds to the rank of Assistant (See University Rules for
Governance Section 2 (e), page 5). Clinical Teaching Associates and Clinical
Instructors are appointed to Departments. They may attend College Faculty
meetings but are not permitted to vote. They may serve on College Committees
upon the request of the Committee Chairperson. Clinical appointments generally
are not remunerated, except under special circumstances.
(f) Rush University Faculty members outside the College of Nursing may hold
conjoint appointment in the College of Nursing Consistent with the University
Rules for Governance. These appointments are used to recognize
interdisciplinary contributions to research or teaching. [See University Rules for
Governance Section 2 (i) (3)].
8
Conditions of appointment for Active Faculty [See University Rules for Governance
Section 2 (f) through (i)]:
(a) Approval of New Appointments, Reappointments, and Promotions. The Dean
shall appoint Faculty members to a Department in accord with the appointment
procedures of the College of Nursing outlined in the operational guidelines
section of the Faculty Appointments and Promotion Committee in the Faculty
Manual.
(b) Reappointments follow procedures similar to those for appointments. The
detailed process appears in the College of Nursing Faculty Appointments and
3URPRWLRQ&RPPLWWHH¶VOperational Guidelines. Operational Guidelines for
appointments, re-appointments, and promotions for the College of Nursing must
be approved by the University Council.
(c) (1) All recommendations for faculty appointment and promotion to the
Instructor and Assistant Professor ranks (see the Rush University Rules for
Governance, Section 2 (f) p.5) shall originate with the Department Chairperson,
who has sought the advice of the Departmental Faculty Advisory Committee
(FAC). The Department Chairperson makes a recommendation to the Dean.
Within ten working days, the Dean will make a recommendation to the Faculty
Senate. Upon approval by the Faculty Senate at its next meeting, the Dean will
forward a recommendation for approval to the Provost.
(d) (2) All recommendations for faculty appointment and promotion to the ranks
of Associate and Full Professor (see the Rush University Rules for Governance,
Section 2 (g), p. 5) shall originate with the Department Chairperson who has
sought the advice of the Departmental FAC. The Department Chairperson makes
the recommendation, with supporting documentation, to the Faculty
Appointments and Promotions Committee (FAPC). The FAPC then forwards its
decision to the Dean with a recommendation. Within ten working days, the Dean
will make a recommendation to the Faculty Senate. Upon approval by the
Faculty Senate at its next meeting, the Dean will forward a recommendation for
approval to the Provost.
(e) Eligibility for appointment or promotion to the rank of Assistant Professor or
higher requires an earned professional or research doctoral degree. In
exceptional cases, the doctoral requirement may be waived or otherwise
modified upon the concurrence of the Dean and the Faculty Senate. A decision
not to waive or otherwise modify this requirement may not be appealed.
Instructors may be promoted to the rank of Assistant Professor upon completion
of an earned doctoral degree.
9
(f) Tenure applies to the attained rank of Associate Professor and above; tenure
does not apply to faculty salary.
(g) Terms of Appointment. The terms of appointment of will be one (1) year for
the rank of Instructor, up to three (3) years for the rank of Assistant Professor.
Associate and Full Professors are eligible for terms of appointment of five years
or more. At the end of a term of appointment, the Department Chairperson may
choose one of the following options: i. termination of faculty appointment; ii. reappointment for another term, or iii. recommendation for promotion to a higher
faculty rank. (See Rush University Rules for Governance, Section 2 (i) (6) pages
6-7).
(h) Leaves of Absence [See University Rules for Governance Section 2. (i) (16)]:
(1) Non-scholarly leaves of absence that meet the conditions of the Family
Medical Leave Act and shall not exceed one (1) year unless approved by
the Chairperson and the Dean. A personal leave of absence, not covered
by the Family Medical Leave Act, requires written approval of the
Chairperson and the Dean and is without compensation from Rush
University. Such leaves of absence, including resumption of duties, shall
be approved by the Chairperson and the Dean and shall be stated in
writing. Military leaves of absence shall be an exception to this rule.
(2) A scholarly leave of absence is for the purpose of improving a Faculty
PHPEHU¶VSURIHVVLRQDODQGDFDGHPLFGHYHORSPHQW$Q$VVLVWDQW
Associate, or Full Professor is eligible for consideration for an initial
scholarly leave of absence after a period of six (6) or more continuous
years of fully affiliated, salaried experience at the College of Nursing. The
leave will be granted only to a Faculty member whose appointment will
continue after the leave has been completed and who intends to return to
the College. All such requests for leave must be approved by the
Department Chairperson and the Dean. Such scholarly leaves are no
longer than one (1) year in length, except under special circumstances
and with the approval of the Dean. Additional scholarly leaves may be
granted if six (6) years have elapsed following completion of the previous
leave.
An Assistant, Associate, or Full Professor with six (6) years or more of fulltime service is eligible for a scholarly leave of six (6) months at full salary
or a leave of twelve (12) months at half salary. Leaves of absence shall
not be cumulative.
10
Each person who has been on a scholarly leave of absence must, upon
the termination of the leave, make a report to the Department Chairperson
concerning the scholarly work undertaken during the leave of absence.
The Chairperson shall transmit such a report to the Dean.
No one to whom a leave of absence with pay has been granted shall be
permitted, while on such leave, to accept remunerative employment or
engage in remunerative professional practice or work. Exceptions may be
made only with the express permission of the Dean.
Section 3. Termination, Suspension, and Appeals (See University Rules for Governance
Section 3. (a) through (d).
(a) Termination of Appointments. Faculty members may terminate their
appointments by giving notice of resignation or retirement in writing to the
Department Chairperson and the Office of the Dean.
(1) An Instructor must provide an interval of three (3) months between
notification and effective date of resignation. Assistant Professors,
Associate Professors, and Professors must provide an interval of six (6)
months between notification and effective date of resignation.
The interval between notification and effective date of resignation may be
of lesser duration than stated above provided the Faculty member, the
Department Chairperson, and the Dean mutually agree upon an interval of
lesser duration.
(2) Faculty members may terminate their appointments if they give notice
in writing no later than thirty (30) days after receiving notification of the
terms of their appointment for the coming year. The Faculty member may
properly request a waiver of notification for good cause.
(3) Extension of a faculty contract may be granted with the approval of the
Department Chairperson and the Dean.
(b) When a Faculty member with an appointment for a non-tenured term is not to
be recommended for reappointment, the member must be notified in writing by
the Department Chairperson. For Instructors this notice must be at least three
(3) months prior to the expiration of the appointment. For the rank of Assistant
Professor or above, the notice should be at least six (6) months prior to
expiration if the appointment has been held for three (3) years or less and one (1)
year for appointments as an Assistant Professor or above that have been held
more than three (3) years. If this deadline is missed, the appointment shall be
11
extended for an additional three (3) months beyond the termination date for the
rank of Instructor and an additional six (6) months beyond the termination date
for the rank of Assistant Professor or above. For Assistant Professors who have
served more than three (3) years and for those Associate Professors or above
who may be non-tenured the combined time period for notice and extension must
be not less than one (1) full year.
(c) The Department Chairperson with the approval of the Dean may suspend or
discharge a Faculty member for cause. Suspension is temporary withdrawal of
specified Faculty responsibilities and/or privileges with or without salary, as
deemed appropriate by the respective Department Chairperson or Dean.
Discharge is termination of employment and tenure. Cause for discharge or
suspension from the Faculty shall consist of any or all of the following:
(1) tangible failure to discharge teaching, research, administrative or service
responsibilities and duties
(2) serious and/or repeated violation of Medical Center, University or
Departmental bylaws, rules, policies and/or standards of conduct
(3) violation of generally accepted standards of professional ethics
(4) material breach of contract
(5) conviction of a crime deemed to render the Faculty member unfit to
discharge their professional responsibilities and duties, or that places at risk
the safety, security or reputation of the Medical Center or University
(6) temporary or permanent loss of professional licensure or certification
necessary to disFKDUJHWKH)DFXOW\PHPEHU¶VUHVSRQVLELOLWLHVDQGGXWLHV
(7) professional incompetence
(8) conduct that is seriously and clearly prejudicial to the best interest of the
Medical Center or University.
(d) Each College shall establish policies and procedures for Actions against and
Appeals by a Faculty member under this Article.
(e) Policies and Procedures for Actions against and Appeals by a Faculty
Member.
12
(1) Faculty appeals may include, but are not limited to, issues regarding
Faculty rank, the privileges and responsibilities of Faculty (See Rush
University Rules for Governance Section 3. (c) pp 11-12 and p. 19).
(2) Appeal Process:
a. The Faculty member must meet with the Department Chairperson
to discuss the disputed issue and will receive notification regarding
the status of the disputed issue from the Department Chairperson
within five (5) working days
b. The Faculty member must file a written intent to appeal a negative
notification [see (2) a. above] within ten (10) working days of receiving
the notification by the Department Chairperson
c. Within ten (10) working days of receiving the appeal, the
Department Chairperson will consult with the Departmental FAC and
make a decision on the matter, which will be sent to the Faculty
member and the Dean
d. Within ten (10) working days of receipt of the Chairperson's
decision, the Faculty member may file a written appeal with the Dean
of the College
e. Within ten (10) working days, the Dean will forward the appeal to
the Faculty Senate, and the Faculty Senate will review the disputed
issue and provide a written recommendation to the Dean
f. After considering the recommendations of the Faculty Senate, the
Dean will within five (5) working days render a final written decision
regarding the disputed issue
g. After completing the above College of Nursing appeal process, the
Faculty member may file an appeal to the University Council pursuant
to Article II, Section 11 (c) (9) of the Rush University Rules for
Governance
h. While corrective action regarding Faculty conduct and performance
should be processed in accordance with the procedures set forth in
this document, violation of the Personnel Code should be processed
in accordance with the Human Resources Policies and Procedures
Manual; violation of the Professional Nursing Staff By-Laws should be
processed in accordance with the procedures set forth in said
13
document. The Dean shall determine which procedures shall apply
with respect to controversies that do not clearly fall within the purview
of one specific document. Only one of these routes may be pursued in
any given situation.
Section 4. College Faculty [See University Rules for Governance Section 4. (a) and (b)]
(a) The College of Nursing Faculty is responsible for creating and modifying a
Faculty self-governance structure:
(1) The Faculty actively participates in developing, implementing, and
evaluating the College of Nursing Strategic Plan
(2) The Faculty shares responsibility with the Dean and administrative
offices of Rush University for selecting and evaluating academic
administration
(3) The Faculty shall develop and implement criteria for Faculty rank,
promotion, tenure, and retention. These criteria will promote the quality
of teaching, practice, scholarship, and research, as well as leadership
in the nursing profession
(4) The Faculty has responsibility for developing, implementing and
evaluating the standards and procedures for assuring the quality of
teaching
(5) The Faculty ensures regular review of Faculty policies and procedures,
student and faculty handbooks and manuals, and any institutional
SROLF\VWDWHPHQWVWKDWDIIHFWWKH)DFXOW\¶VWHDFKLQJUHVHDUFKRU
practice and the criteria for appointment
(6) The Faculty shall be responsible for establishing the requirements for
student admissions, advancement, and attainment of degrees and for
student advisement
(7) The Faculty assumes responsibility for cultural, racial, and ethnic
diversity within the College of Nursing.
(b) Conflict of Interest with the University:
(1) A Faculty member may carry on professional activities not related to
University programs as long as such activities are not in conflict with
University interests
14
(2) A Faculty member under special and appropriate circumstances, with
the approval of the Department Chairperson and the Dean, may have
an academic or professional appointment in addition to that of Rush
University College of Nursing.
Section 5. The College Dean
(a) Appointment of Deans. The College Dean shall be appointed by the Board
of Trustees, on the PUHVLGHQW¶VQRPLQDWLRQIURPDFDQGLGDWHRUFDQGLGDWHV
UHFRPPHQGHGE\WKH'HDQ¶V6HDUFK&RPPLWWHH7KH3URYRVWDQGWKH)DFXOW\
6HQDWHRIWKH&ROOHJHVKDOODSSRLQWWKH'HDQ¶V6HDUFK&RPPLWWHHZKRVKDOO
serve for an unspecified term at the pleasure of the Board of Trustees. The
'HDQ¶V6HDUFK&RPPLWWHHVKDOOFRQVLVWRIWKHIROORZLQJ
Members Appointed by the President
Members of the Board of Trustees
1
Department Chairpersons from
the College of Nursing
2
Faculty from each of the other Colleges
not seeking a Dean, one of whom may be a Dean
3
Student from the College of Nursing
1
Members Appointed by the Faculty Senate
Two Faculty members of Senior rank and two of
Junior rank
4
Total Membership
11
The Provost shall appoint the Chairperson of the Search Committee from
among its members. The Chairperson of the Search Committee shall
SUHVHQWWKH&RPPLWWHH¶VILQDOUHFRPPHQGDWLRQVWRWKH3UHVLGHQW
Deans, Associate Deans, and Assistant Deans from the College of
Nursing may not be members of such committees.
(b) The Board of Trustees shall appoint the Associate and Assistant Deans
upon the recommendation of the Dean and approval of the Provost, the
15
President, and Board of Overseers. They shall serve terms specified by the
Dean at the time of appointment and serve at the pleasure of the Dean. (See
Article II, Section 5(c) of the Rush University Rules for Governance.)
(c) The Dean of the College of Nursing has responsibility and accountability
for administration of the College of Nursing. The Dean exercises the chief
executive function of the College, and abides by the responsibilities and
duties described in the Rush University Rules for Governance (See Rush
University Rules for Governance Section 5 (d), p. 13). The Dean reports to
WKH3URYRVWRI5XVK8QLYHUVLW\'HDQ¶V5HVSRQVLELOLWLHVLQFOXGH
(1) Establish the administrative structure of the College of Nursing with
approval of the Board of Trustees
(2) Serve as the medium of communication for all official business of the
College ± both within and external to the University
(3) Represent the College of Nursing on the Leadership Council, the
Council of Deans, and other University committees and groups
(4) Maintain high standards in compliance with accreditation guidelines
and the mission of the College and University
(5) Guide the development and implementation of the College of Nursing
Strategic Plan
(6) Assure the continuous evaluation of the College of Nursing curricula to
reflect the current and future needs of society
(7) Oversee a comprehensive student recruitment and retention program
to secure a qualified, culturally diverse student body
(8) Foster a College of Nursing research program that promotes the
advancement of nursing science to improve nursing practice and the
health of the public
(9) Recruit and retain highly qualified Faculty members and create an
environment for their development
(10) Promote a culturally sensitive environment in the College and
University
16
(11) Seek philanthropic support for student scholarships; endowed
chairs; and programs in research, education, and practice that relate to
the mission of the college
(12) Develop a financial plan and allocate resources effectively to
support the mission and strategic vision of the College
(13) Provide guidance and professional development to the senior
leadership of the College and the Presiding Officer of the Faculty Senate
(14) Work with Faculty in a shared governance structure to carry out the
functions of the College of Nursing
(15) Organize and lead the College staff to facilitate the mission of the
College and the fulfillment of Rush University values
(16)
Be a national leader in the profession.
Section 6. College Departments and Programs
(a) Procedures for Creating and Abolishing Departments:
(1) Departments are components of the administrative structure of the
College with the purpose of organizing members of the Faculty in a
specific area of nursing instruction, scholarship, research, and practice
(2) A Department may be created or abolished by the Board of Trustees
on the recommendation of the President in consultation with the Dean and
Chairperson of the Department
(3) The members of a Department include persons of all ranks who, upon
the nomination of its Chairperson, are appointed or assigned by the Dean.
Members of a Department are responsible to the Chairperson for all
activities performed within the scope of the Department.
(b) Voting in Departmental Matters:
(1) All Active Faculty members of a Department shall have a vote in
Departmental academic matters.
(2) Each Department shall have a Faculty Advisory Committee consisting
of not fewer than three (3) members and, if possible, five (5) members,
chaired by the Department Chairperson. The Faculty Advisory Committee
17
shall advise the Chairperson regarding appointments, re-appointments,
and promotions; and appeals regarding academic and Departmental
affairs, as outlined in Article II, Section 3.
(3) The Faculty Advisory Committee shall consist of at least one of each
Faculty rank present in the Department, to be elected by the Departmental
members.
(4) Active Departmental Faculty shall elect the members of the
'HSDUWPHQW¶V)DFXOW\$GYLVRU\Committee.
(c) Department Chairperson. The Department Chairperson contributes to the
establishment and accomplishment of the College of Nursing and Departmental
JRDOVDVGHWDLOHGLQWKH&ROOHJH¶VPLVVLRQYLVLRQDQGVWUDWHJLFSODQ
(1) Qualifications include:
a. Graduate degree in nursing and an earned doctorate in nursing or a
related field
b. Licensure as a registered nurse in Illinois
c. Eligibility for appointment at Senior academic rank
d. Evidence of progressive administrative responsibility.
(2) The Department Chairperson will negotiate the non-administrative
portion of the position individually with the Dean. It will be based on
meeting the needs of the College in terms of education, research, or
practice.
(3) Appointment of Chairperson. The Chairperson of a Department shall
be appointed by the Dean of the College upon the approval of the
President and Board of Trustees after a review of a Search Committee's
recommendations. The selection procedure for the Chairperson shall be
as follows:
a. The Dean shall appoint the Search Committee,upon the
&KDLUSHUVRQ¶VQRWLILFDWLRQRIUHVLJQDWLRQ or in the event of a vacancy in
the position of Chairperson.
b. The Faculty Senate shall recommend names of potential committee
members to the Dean, who appoints the Search Committee and a
18
Committee Chairperson from among the voting members of the Search
Committee. The committee shall recruit and recommend candidates for
Departmental Chairperson
c. The Search Committee shall include eight (8) persons: three (3)
representing different ranks from within the Department involved, one
(1) member selected from the College Faculty at large, one (1)
member from the Faculty Senate, one (1) student from the Department
involved, and two (2) Faculty members of other colleges within the
University. None of these members may be the incumbent, previous,
or Acting Chairperson of the Department. The Dean and Associate
Deans shall be members, ex officio, without vote. Other nonvoting
members may be added if necessary
d. In the event that the Department involved has fewer than three (3)
members of different ranks eligible for the Search Committee, the
Committee will be appointed with proportional representation from the
Department at large
e. Members of the Search Committee are charged with assessing the
needs of the Department and making recommendations with respect to
the Department concerned. The report of the Search Committee,
signed by each member, will be sent to the Dean for action
f. If within one (1) year the ongoing Search Committee has not
completed the Chairperson search, the Dean will have the option of
modifying or reappointing the existing Search Committee.
'HSDUWPHQW&KDLUSHUVRQ¶V5HVSRQVLELOLWLHV
a. Vision and Leadership:
i. Contribute to the values, goals, and strategic vision of the College
ii. Lead the Department in setting Departmental values, goals, and
strategies that are congruent with those of the College
iii. Evaluate members of the Faculty for the purpose of assisting
them to develop their full potential as educators,
researcher/scholars, practitioners, leaders, and College and
University citizens
19
iv. Participate in College leadership and working with other
academic units of Rush University.
b. Resource Identification and Management:
i. Recruit, develop, and retain an excellent Faculty that meets
College and Departmental goals
ii. Assure an appropriate assignment of work for each member of
the Faculty
iii. Prepare a financial plan and manage a budget that is congruent
with College and Departmental goals
iv. Seek external fiscal and resource support in collaboration with
the Dean.
c. Process Elements:
i. Represent the Department in all Collegiate and University official
assemblies
ii. Promote a positive College and Departmental climate that
supports Faculty and students in their quest to attain the goals of
education, research, and clinical excellence
iii. Seek and maintain interdisciplinary as well as intra- and interinstitutional opportunities
iv. Promote WKH&ROOHJH¶VDQG'HSDUWPHQW¶VUHSXWDWLRQIRU
excellence, including presentation of the College and Department
within and external to the Rush community
v. Assume responsibility for Departmental activities
vi. Fulfill the responsibilities of Senior rank as described in the
guidelines of the Faculty Appointments and Promotions Committee
in the Faculty Manual
vii. Collaborate effectively with leadership and Faculty.
d. Outcomes:
20
i. A sustained reputation for quality education based on excellence in
the curriculum and Faculty members who are proficient, creative
teachers
ii. A Department conducive to ongoing research and scholarly
productivity
iii. Successful College Faculty Practice achieved by recruiting and
retaining quality practitioner teachers.
(5) Term and evaluation of Chairperson:
a. The Chairperson shall be appointed for a period of five (5) years.
The Dean will conduct an intermediate review after three (3) years and
shall make reappointments, which shall be approved by the Board of
Trustees.
b. In the event of a vacancy in a Department, the Dean shall appoint
an Acting Chairperson at once. The Dean shall appoint an Acting
Chairperson if the vacancy is temporary and for a prescribed period of
time within the tenure of the Chairperson. If the vacancy is permanent,
the procedure described in Section 6 paragraph (c) (3) above shall be
instituted.
(d) Departmental Review. Every five (5) years, a Departmental review is to be
done, including the evaluation of the quality of the activities of the Departments
and the Department Chairpersons. This review shall consist of three (3)
FRPSRQHQWVDUHYLHZRIWKH'HSDUWPHQW¶VREMHFWLYHVDUHYLHZRIWKH
'HSDUWPHQW¶VDFWLYLWLHVLQIXOILOOPHQWRIWKHVHREMHFWLYHVDQGDUHYLHZRIWKH
Department Chairperson and his or her performance in fulfillment of these
objectives. The Faculty Senate is to be notified that a review is to be conducted
and shall receive a report of the review results.
Section 7. Meetings of the Faculty
(a) The Presiding Officer of the Faculty Senate will convene and preside over
Faculty meetings.
(b) Regular meetings of the Faculty will be called at least once a quarter,
including summer quarter.
(c) Special Meetings:
21
(1) If there is urgent business that, in the judgment of the Dean or Faculty
Senate, needs to be brought to the Faculty for consideration, a General
Faculty meeting may be convened immediately.
(2) A General Faculty meeting shall also be convened upon petition of
twenty (20) percent of the membership of the Active Faculty; the petition
shall be delivered to the Presiding Officer of the Faculty Senate. Such a
VSHFLDOPHHWLQJVKDOORFFXUQRWODWHUWKDQWHQGD\VDIWHUWKH'HDQ¶V
receipt of the petition, unless the petition designates a later date.
(d) Agenda:
(1) The Presiding Officer of the Faculty Senate, in consultation with the
Dean, is responsible for preparing General Faculty meeting agendas.
(2) The time, place, and agenda of each General Faculty meeting will be
published and circulated to the Faculty at least five (5) working days prior
to the date of each meeting.
(3) Any Faculty member or Student may request that any item of business
be placed on the agenda. Such a request must be submitted in writing to
the Presiding Officer of the Senate. If requests for inclusion of agenda
items are denied, the Presiding Officer will inform the Faculty member or
Student initiating the request.
(4) Interested parties outside the Faculty may petition the Presiding Officer
of the Faculty Senate and the Dean to address the Faculty in a meeting in
order to present material relevant to a particular agenda item.
(e) Quorum
(1) For purposes of conducting business, a quorum will be defined as onehalf of the total QXPEHURIWKH&ROOHJHRI1XUVLQJ¶s budgeted active
Faculty. The Presiding Officer of the Faculty Senate is responsible for
determining the number of active Faculty members in the College of
Nursing at the beginning of the fall quarter each year and for determining
active Faculty members present at in-person meetings and for online
voting. The Presiding Officer of Faculty Senate, or a delegate presiding at
the General Faculty meeting or online vote, shall announce the presence
of a quorum.
(f) Voting:
22
(1) A Faculty vote is required for membership on Standing Committees,
changes in the mission and vision of the College, elimination of or
beginning of new programs or departments, and other matters related to
curriculum and Faculty governance as deemed necessary by the Faculty
Senate.
(2) Any ten (10) Active Faculty members may propose a matter for
consideration for a Faculty vote by submitting it to the Presiding Officer of
the Faculty Senate. The Faculty Senate shall examine matters submitted
for voting under this subsection, and such matters shall be put to a vote if
they are within the jurisdiction of the Faculty and in a form suitable for
expeditious consideration.
(3) If there is to be a vote in a General Faculty meeting, the Faculty
Senate will present Faculty members with written notice regarding the
upcoming vote at least ten (10) working days prior to the vote. Online
votes must be submitted within ten (10) working days after receipt of
online written notice of vote.
(4) Faculty action shall be determined by the vote of a majority of the
members of the Active Faculty, with a minimum of 50% present at a
meeting under quorum or with 50% of those appointed submitting ballots
for an online vote.
(5) Faculty may submit absentee ballots. Absentee ballots are counted as
long as there are no amendments to the motions(s) at the time of the
meeting or online vote. Faculty submitting absentee ballots are not
counted towards the quorum.
(g) Minutes: The Presiding Officer of Faculty Senate approves the minutes of
General Faculty meetings. These minutes will be posted on the Faculty Senate
Web site within five (5) working days after the meeting. Minutes will be reviewed
at the next General Faculty meeting.
Section 8. Faculty Committees
(a) Faculty Senate. The Faculty Senate is established as the Senior
Representative Body of the College of Nursing Faculty and exercises the
authority of the College of Nursing Faculty.
(1) Membership:
23
a. The Faculty Senate is composed of eight (8) elected members
(six [6) Faculty, two [2) students). Faculty teaching in all programs
should be represented. Of the six Faculty positions, a minimum of
three (3) shall be of Senior rank. Of the two students, at least one
(1) must be prelicensure.
b. The Dean will serve as an ex officio member of the Faculty
Senate.
(2) Meetings of the Faculty Senate Regular meetings shall be held
monthly at such time and place as the Senate may determine.
(3) Responsibilities of the Senate:
a. Serve as the Committee on Committees: Designating which
committees shall exist, making appropriate appointments to the
committees and carrying out election of the Faculty Senate and
Standing Committees. All committees appointed by the Senate will
report to the Senate, and the Senate will conduct an annual review
of committee charges. The complete Faculty will have the
responsibility for ratification of academic programs and policies
b. Conduct the election of the Faculty Senate and Faculty Standing
Committees
c. Represent the College of Nursing on the University Council, in
the person of the Presiding Officer of the Senate or his or her
designate
d. Represent the Faculty on the Nursing Leadership Committee, in
the persons of the Presiding Officer of the Senate or his or her
designate and the Presiding Officer Elect
e. Conduct periodic review of the College of Nursing Policies and
Procedures for Faculty Governance to ensure congruence with the
University Rules for Governance and provide amendments as
necessary
f. Serve as a board of review for Faculty appeals
g. Serve as a board of review for student appeals
24
h. Serve as a board of review for student misconduct
i. Review and recommend for approval Faculty appointments, rereviews, and promotions according to the CON operational policies
and send recommendations to the Dean.
j. Examine issues and make policy recommendations as
DSSURSULDWHWRWKH)DFXOW\DWODUJHWKH'HDQ¶V2IILFHDQGWKH
Nursing Leadership Committee
k. Recommend members for search committees and task forces
l. Monitor the implementation and evaluation of the College of
Nursing Strategic Plan
m. Facilitate communication among Faculty, staff and
administration
n. Initiate and complete a review/updating of the College of Nursing
Policies and Procedures every three (3) years.
(b) Faculty Standing Committees and General Procedures for Faculty Standing
Committees (Membership; Nominations for Election to Faculty Standing
Committees; Election of Representatives; Terms of Office; and Meetings,
Quorum and Voting):
(1) Faculty Standing Committees constituted for the Rush University
College of Nursing Faculty shall be Admissions and Progressions
&RPPLWWHH0DVWHU¶VRI6FLHQFHLQ1XUVLQJ&XUULFXOXP&RPPLWWHH, Doctor
of Nursing Practice Curriculum Committee, Doctor of Philosophy in
Nursing Curriculum Committee, Faculty Appointments and Promotions
Committee, Faculty Development Committee, Diversity Committee and
Research Committee; and such others as deemed necessary by the
Faculty Senate. The Faculty Standing Committees shall make
recommendations to the Faculty Senate and to the appropriate members
of the Office of the Dean. The Faculty Senate and Faculty Standing
Committees shall develop an annual plan of work that will be shared within
the Faculty Senate and forwarded to the Dean.
(2) Membership: All persons appointed to the active College of Nursing
Faculty, except the Dean, Associate Deans, and Department Chairs, are
eligible for election to Faculty Standing Committees.
25
(3) Nominations for Election to Faculty Standing Committees:
a. The Faculty Senate shall appoint the Nominating Committee for
Faculty Standing Committees
b. The Nominating Committee shall be composed of four (4)
members, two (2) from the Faculty Senate and two (2) from the
active College of Nursing Faculty, neither of whom may be a member
of the Faculty Senate
c. The Nominating Committee shall determine the slate for election to
all Faculty Committees and shall ensure that ranks and programs are
appropriately represented on the slate
d. The Nominating Committee shall prepare the list of the open
positions on each committee and the candidates for these positions.
The list shall be circulated to the Faculty two (2) weeks before the
Faculty vote
e. Nominations for Faculty Standing Committee candidates other
than those listed can be made to the Nominating Committee in
writing by Faculty members during this two (2) week period for
placement on the ballot.
(4) Elections:
a. The Faculty members of the Faculty Standing Committees shall be
elected by secret ballot. Faculty Standing Committee elections will be
held in the summer, with the term of office beginning September
b. Student representatives to Faculty Standing Committees shall be
elected by the student body in such a manner as to provide
appropriate representation for all students in the student body
c. The Chair of each committee will appoint Faculty members to fill
vacancies on Faculty Standing Committees; the Faculty Senate will
approve these appointments at its next regular meeting
d. The Senate shall elect annually a Presiding Officer from within
their ranks. The other Faculty Standing Committees shall annually
elect a Chair from within their ranks.
(5) Terms of Office:
26
a. All terms of office for Faculty Standing Committee members are
three (3) years and are limited to two (2) consecutive terms. All terms
of office for students are one (1) year
b. Terms of office for the Presiding Officer of the Faculty Senate and
for Chairpersons of the other Faculty Standing Committees are for one
(1) year and are limited to two (2) consecutive terms.
(6) Meetings, Quorum, and Voting:
a. Meetings shall be held on a regular basis. The Presiding Officer for
the Faculty Senate and the respective Chairpersons may call special
meetings of Faculty Standing Committees at any time upon at least 24
hours notice
b. A quorum for each Faculty Standing Committee shall consist of a
majority of the existing members of the committee plus one
c. If a quorum is present, a simple majority of those members present
shall be required for a vote to pass, unless otherwise specified.
(c) Admissions and Progressions Committee
(1) Membership:
a. The Admissions and Progressions Committee is composed of eight
[8) elected members [six (6) Faculty and two (2) students]. Of the six
(6) Faculty members, a minimum of three (3) Faculty members must
hold a doctoral degree, and one (1) must be at senior rank. Faculty
teaching in all programs should be represented. Of the two (2)
students, at least one (1) must be prelicensure
b. The Associate Dean for Academic Affairs will serve as an ex officio
member.
(2) Responsibilities:
a. Implement policies pertaining to the selection of students for
admission to all College of Nursing programs
27
b. Recommend revisions or establishment of new policies and
procedures for student admissions and academic and clinical progress
through their selected programs
c. Recommend action on the progress and performance of students in
academic jeopardy at the completion of each term of study.
(d) Diversity Committee
(1) Membership:
a. The Diversity Committee is comprised of six (6) elected members,
four (4) Faculty members and two (2) Students
b. Of the four (4) Faculty positions, a minimum of one (1) will be of
Senior rank
c. Of the two (2) Students, at least one (1) must be prelicensure
d. The Rush University Director of Multicultural Affairs, a representative
of the Admissions Office, and a representative from the Nursing
Therapeutics Laboratory will serve as ex officio members.
(2) Responsibilities of the Diversity Committee:
a. Develop programs and strategies to support the recruitment,
mentoring, progress, and retention of College of Nursing students and
Faculty from under-represented populations
b. Monitor the achievement of diversity goals using established criteria
c. Collaborate with the Curriculum Committees to ensure that issues
related to diversity are represented in the curricula
d. Collaborate with the Faculty Development Committee to ensure that
issues related to diversity are represented in Faculty development
programs.
(e) 0DVWHU¶VRI6FLHQFHLQ1XUVLQJ(MSN) Curriculum Committee
(1) Membership:
28
a. The 0DVWHU¶VRI6FLHQFHLQ1XUVLQJ Curriculum (MSN) Committee is
composed of eight (8) elected members, six (6) Faculty and two (2)
students
b. Of the six (6) Faculty members, a minimum of three (3) shall teach
or advise in the generalist program, and a minimum of three (3) shall
WHDFKRUDGYLVHLQWKHVSHFLDOW\PDVWHU¶VGHJUHHFXUULFXOD
c. Of the two (2) students, at least one (1) must be prelicensure
d. The Generalist Program Director, Specialty Program Director, and
the Director of Evaluation and the Administrator of Academic Affairs
will serve as ex officio members.
(2) Responsibilities of the MSN Curriculum Committee:
D(QVXUHLQWHUQDOFRQVLVWHQF\DQGORJLFDORUJDQL]DWLRQRIWKHPDVWHU¶V
degree programs by developing and monitoring the components
(philosophy, conceptual framework, threads, terminal objectives,
course descriptions, objectives, and content, learning experiences and
credit hours)
b. Review the curricular aspects of program proposals/revisions and
make recommendations to the Faculty Senate with specific
suggestions for action
c. Make decisions regarding the adoption of proposed new courses
and revisions of courses
d. Establish, review, and maintain mechanisms for communication
between the Committee, CON Faculty, and the Faculty at large
H0RQLWRUWKHPDVWHU¶VGHJUHHFXUULFXODXVLQJHVtablished methods
and making recommendations for improving the curriculum.
(f) Doctor of Nursing Practice (DNP) Curriculum Committee
(1) Membership:
a. The Doctor of Nursing Practice (DNP) Curriculum Committee is
composed of five (5) elected members: four (4) Faculty, including at
least two from specialty programs, and one (1) DNP student.
29
b. Faculty members shall teach or advise in the DNP program
c. The student member should be a DNP student
d. The Specialty Program Director and the Director of Evaluation will
serve as ex officio members.
(2) Responsibilities of the DNP Curriculum Committee:
a. Ensure internal consistency and logical organization of the
curriculum by developing and monitoring the components of the
graduate curriculum
b. Review the curricular aspects of program proposals/revisions and
recommendations to the Faculty Senate with specific suggestions for
action
d. Establish, review, and maintain mechanisms for communication with
other standing committees and task forces on curriculum within
College of Nursing and Rush University
e. Establish, review, and maintain mechanisms for communication
between the committee, CON Faculty, and Faculty at large
f. Monitor the curriculum using established methodology.
(g) Doctor of Philosophy in Nursing Sciences (PhD) Curriculum Committee
(1) Membership:
a. The Doctor of Philosophy in Nursing Sciences (PhD) Curriculum
Committee is composed of five (5) elected members: four (4) Faculty
and one (1) student
b. Faculty shall teach or advise in the PhD program and hold Graduate
College status
c. The PhD Program Director and the Director of Evaluation will serve
as ex officio members.
(2) Responsibilities of the PhD Curriculum Committee:
30
a. Ensure internal consistency and logical organization of the postlicensure curricula by developing or monitoring the components
(philosophy, conceptual framework, threads, terminal objectives,
course descriptions, objectives, and content, learning experiences, and
credit hours)
b. Review the curricular aspects of program proposals and revisions
and making recommendations to the Graduate College Council with
specific suggestions for action
d. Establish, review, and maintain mechanisms for communication
between the Committee, College of Nursing Graduate College Faculty,
and the Faculty at large
e. Monitor the curriculum using established methods and making
recommendations for improving the curriculum.
(h) Faculty Appointments and Promotions Committee
(1) Membership. The Faculty Appointments and Promotions Committee is
comprised of five (5) elected members, three (3) Professors, and two (2)
Associate Professors. The Dean, Associate Deans, and Department Chairs
are ineligible for membership.
(2) Responsibilities of the Faculty Appointments and Promotions Committee:
a. Develop uniform policies and procedures for appointment,
reappointment, and promotion of Faculty members
b. Assist Departmental Chairpersons to implement the policies and
procedures, as referred to in (a)
c. Review recommendations of candidates for Faculty appointments,
and promotions to senior rank, and forward decisions to the Faculty
Senate.
(i) Faculty Development Committee
(1) Membership:
31
a. The Faculty Development Committee is composed of three (3)
elected members, at least one (1) at senior rank
b. The Director of Evaluation and the Director of Faculty Practice and
Outreach will serve as ex officio members.
(2) Responsibilities of the Faculty Development Committee:
a. Obtain input from Faculty regarding their needs for development
b. Develop a plan for ongoing Faculty development
c. Conduct ongoing evaluation of the Faculty development program
using established criteria.
(j) Research Committee
(1) Membership:
a. The Research Committee is composed of five (5) elected members:
Four (4) Faculty holding the rank of Assistant Professor or higher and
one (1) PhD student
b. The Associate Dean for Research and Scholarship will serve as an
ex officio member.
(2) Responsibilities of the Research Committee:
a. Establish and implement criteria for distribution of funds allocated for
Faculty and student research activities
b. Collaborate with the Associate Dean for Research and Scholarship
on the evaluation of the Colleges research productivity
c. Advise the Associate Dean for Research and the Dean on matters
pertaining to research enrichment and suggesting measures for ongoing
facilitation of research productivity for Faculty and students.
Section 9. University Council of Rush University
(a) Membership:
32
(1) The University Council has five (5) representatives from the College of
Nursing: four (4) Faculty members and one (1) Student. The Presiding Officer
of the Faculty Senate and a Student enrolled in a degree program will be two
of the College of Nursing representatives. The Student will serve for one (1)
year
(2) Three (3) Faculty representatives will be elected in the College election for
a three-year (3) term
(3) Of the three (3) Faculty representatives, one must hold Junior rank, and
one must hold Senior rank (Associate Professor/Professor).
Section 10. Graduate College Council.
(a) Membership: One Faculty member with Graduate College status will be elected
to serve a two-year (2) term.
33
ARTICLE III
STUDENT AFFAIRS
Section 1. Students
(a) Categories of Students [See Rush University Rules for Governance Article III,
Section 1 (b)]:
(1) Regular students are those enrolled and registered for degree programs).
Students at large are those students enrolled for studies that do not lead to a
degree
(2) Students in Good Standing: Students are considered to be in good academic
standing unless placed on academic probation or found to be in violation of other
academic policies. Only students in good standing are eligible to hold office,
serve on committees, or otherwise vote in plenary affairs of the students or
faculties.
(b) Student Academic Appeal Procedure:
(1) Purpose. The purpose of the Student academic appeal process is to provide
a system for reviewing a final course grade that a student believes was the result
of a mistake, illegal discrimination, or treatment different than the expectations
outlined in the syllabus of the course.
It is the responsibility of the Student to initiate the appeal process. All steps must
be followed sequentially unless resolution is met at an earlier step in the process.
An academic appeal not filed in accordance with the following steps shall be
considered withdrawn. The Student may withdraw the appeal at any point by
written notification to the course director with a copy directed to the Dean, Rush
University, College of Nursing. In the event that dismissal has resulted from a
final course grade, the student may continue to take non-clinical coursework as a
student at large during the appeal process.
(2) Documentation. All documentation related to the appeal should be considered
confidential and its distribution limited to individuals on a need-to-know basis.
The decision of the Faculty Advisory Panel shall be in writing, shall contain a
summary of the evidence and testimony upon which the decision is based, and
VKDOOEHGHOLYHUHGWRWKH'HDQ1RWLILFDWLRQRIWKH'HDQ¶VGHFLVLRQZLOOEHVHnt to
the student (by certified mail or overnight carrier), the Admissions/Progressions
34
Committee, and to the Faculty Advisory Panel. The Dean will place a copy of the
final decision in the student(s) file.
(3) Student Appeal Process:
Step 1: The Student will contact the Faculty person who gave the grade or
evaluation by the end of week one (1) (Friday) of the following quarter and
arrange a meeting to discuss any possible actions that could result in
resolution of the grade issued.
Step 2: If no satisfactory resolution is achieved, the Student initiates the
appeal process by notifying the assigned advisor, Course Coordinator, and
the appropriate Program Director in writing of his or her desire to pursue the
formal academic appeal process. This notification is done within five (5)
working days of the meeting in Step 1.
After notifying the above persons, the Student has five (5) working days to
arrange a meeting with the Course Coordinator and the appropriate Program
Director. The Faculty person ZKRJDYHWKHJUDGHDQGWKH6WXGHQW¶V$GYLVRU
may be included as appropriate. The appropriate Program Director will review
relevant data from the Student, Faculty member, and Course Coordinator and
issue a decision to the student.
Step 3: If no satisfactory resolution is achieved, the Student shall submit a
written statement to the Dean requesting consideration of the case by the
Faculty Advisory Panel. The request must be submitted to the Dean within
five (5) working days of receiving the appropriate PrRJUDP'LUHFWRU¶VGHFLVLRQ
The student must provide:
a. course number and grade or evaluation being appealed
b. action requested
c. justification for request
d. an outline of the effort and actions already taken to obtain consideration
of the request.
The Student must send copies of this communication to the Course
Coordinator, Faculty member (if different from the Course Coordinator),
Advisor, and the Associate Provost for Student Affairs, Rush University.
35
Step 4: Within ten (10) working days after notification, the Faculty Advisory
Panel shall meet and submit a written recommendation to the Dean. The
panel shall consist of the College of Nursing Faculty Senate and the
Associate Provost for Student Affairs, Rush University. The Faculty Senate
shall ensure that at least one Advisory Panel member is actively involved in
teaching in the program in which the student is enrolled. The Dean or
designee may be an observer during the hearing.
Formal rules of evidence shall not be applicable. Evidence presented should
be reasonable and related to the issues before the Faculty Advisory Panel
and shall not be unduly repetitious. All evidence shall be admissible unless
clearly redundant.
Both the Student and the Faculty Advisory Panel may be accompanied by
Legal Counsel or an Advisor at the Faculty Advisory Panel session. Legal
&RXQVHORUDQ$GYLVRU¶VUROHVKDOOEHOLPLWHGWRDGYLVLQJWKH)DFXOW\$GYLVRU\
Panel or the appealing student.
Step 5: Within five (5) working days following receipt of the Faculty Advisory
Panel recommendation, and upon discussion with the student and others as
appropriate, the Dean shall reach a final decision and notify each party of the
GHFLVLRQ7KH'HDQ¶VGHFLVLRQLVILQDO
(4) Rules for the Conduct of the Advisory Panel.
a. The Presiding Officer of the Faculty Senate shall:
i. preside over the Advisory Panel
ii. rule upon the relevance of the evidence and dispose of procedural
requests
iii. interpret these rules, the Rules for Governance of Rush University, and
the Policies and Procedures of Rush College of Nursing
iv. take any action authorized by these rules, the Rules for Governance of
Rush University, or the Policies and Procedures of Rush College of
Nursing.
b. The Faculty Advisory Panel:
i. The Faculty Advisory Panel shall consider evidence in the form of
documentary evidence, written statements, or oral testimony from the
36
Student and/or other relevant witnesses as may be called by the Faculty
Advisory Panel or the Student. To reach a decision on the appeal, the
Faculty Advisory Panel must be satisfied by simple majority vote, a
quorum (i.e., a simple majority of voting members) being present, that the
preponderance of the evidence establishes that there was or was not
adequate cause to support the Student's appeal. The Faculty Advisory
Panel members who are not present at the hearing cannot be part of the
deliberations, nor can they vote on the outcome of the hearing.
ii. During the Conduct of the Advisory Panel for the Student Academic
Appeal Procedure, the Student with his or her advisor and involved
Faculty members may appear before the Advisory Panel individually, with
additional time granted as deemed appropriate by the Advisory Panel. The
Student shall present first before the Advisory Panel.
iii. The decision of the Advisory Panel shall be in writing, shall contain a
summary of the evidence and testimony upon which the decision is based,
and shall be delivered to the Dean. The Dean will consider the matter and
render a final decision with respect to the appeal. Notification of the
decision will be sent to the student by certified mail or overnight carrier
and to the Advisory Panel. The Dean will place a copy of the final decision
in the student's file.
(c) Student Misconduct Process:
(1) The purpose of the Student misconduct process is to investigate and
adjudicate charges of student misconduct including, but not limited to,
violations of commonly accepted ethical standards of an academic
community, such as cheating and plagiarism; falsification of student records,
transcripts, financial aid forms, or applications; unlawful use or possession of
controlled substances on the University/Medical Center campus; conviction of
a crime deemed serious enough to render the student unfit to pursue his or
her profession; or other conduct that is inconsistent with generally accepted
standards of behavior within an academic community or in the nursing
profession.
Step 1: All charges of student misconduct shall be presented in writing to
the Associate Dean for Academic Affairs.
Step 2; The Associate Dean for Academic Affairs either may resolve the
matter without a hearing or refer the charge to Faculty Senate. The
Associate Dean will notify the Student in writing by certified mail or
overnight carrier and the complainant as to resolution or referral of the
37
charge, within ten (10) working days of receiving the complaint. The
$VVRFLDWH'HDQZLOOSODFHDFRS\RIWKLVOHWWHULQWKH6WXGHQW¶VILOH,QWKH
event that the Student charged with misconduct does not agree with the
resolution, the Student may exercise the right to have the charge heard by
Faculty Senate by notifying the Presiding Officer of the Faculty Senate
within ten (10) working days of receiving the certified letter.
Step 3: The Associate Dean for Academic Affairs will forward the
unresolved charge of misconduct to the Presiding Officer of the Faculty
Senate.
Step 4: Within ten (10) working days after notification, the Faculty Senate
shall meet and submit a written recommendation to the Dean.
Formal rules of evidence shall not be applicable. Evidence presented
should be reasonably related to the issues before the Senate and shall not
be unduly repetitious. All evidence shall be admissible unless clearly
redundant.
Both the Student and the Faculty Senate may be accompanied by legal
counsel and/or an advisor at the hearing. However, the accompanying
legal counsel or advisor may not participate in the actual hearing
proceedings.
At any time prior to the hearing conference, if the Student believes that a
bias or conflict of interest exists, he or she may request in writing the
disqualification from the proceedings of any member of the Faculty
Senate. The final determination of such requests for disqualification is to
be made by the Presiding Officer of Senate prior to the hearing. The
Presiding Officer shall, without request, disqualify any member of the
Senate who shall or has given testimony as a witness in this hearing. Any
member of the Senate may disqualify him- or herself from the proceedings
on the grounds of bias or conflict of interest in the proceeding. If
disqualification of the Presiding Officer is requested, the Senate shall
consider and vote on the request. Disqualification of the Presiding Officer
shall require the endorsement of the majority of Senate members voting. If
the Presiding Officer is so disqualified, the Senate shall elect a new
Presiding Officer for the proceedings. The reasons for all changes and for
voluntary disqualification shall be made part of the record.
In the event that the hearing cannot be completed before the end of the
current Senate term, the members of the Senate participating in the
hearing shall retain their positions and voting privileges with respect to the
38
pending hearing, but shall not retain their positions or voting privileges for
any other Senate purposes.
Step 5: Within five (5) working days, following receipt of the Senate
recommendations and upon discussion with the student and others as
appropriate, the Dean shall reach a final decision and notify each part of
WKHGHFLVLRQ7KH'HDQ¶VGHFLVLRQLVILQDO3HQDOWLHVPD\LQFOXGHD
warning, probation, suspension, or dismissal from the University.
Complaints resulting in no action by the College will not be retained in the
VWXGHQW¶VRIILFLDOFROOHJHILOH0LQXWHVRIWKHKHDULQJZLOOEHNHSW
(c) Rules for the Conduct of the Hearing
The Presiding Officer of the Faculty Senate shall:
a. preside over the hearing
b. rule upon the relevance of the evidence and dispose of procedural
requests
c. interpret these rules, the Rules for Governance for Rush University, and
the Policies and Procedures of Rush College of Nursing
d. take any action authorized by these rules, the Rules for Governance of
Rush University, or the Policies and Procedures of Rush College of
Nursing.
(e) Faculty Senate. The Faculty Senate shall consider evidence in the form of
documentary evidence, written statements, or oral testimony from the Student and/or
such other relevant witnesses as may be called by the Senate or the Student. To reach
a decision on the appeal, the Senate must be satisfied by simple majority vote, a
quorum (i.e., a simple majority of voting members) being present, that the
preponderance of the evidence established that there was not adequate cause to
support the charge of misconduct. Senate members who are not present at the hearing
cannot be part of the deliberations, nor can they vote on the outcome of the hearing.
Section 2. Student Representation
(a) Student representation on College and University Committees:
(1) There shall be two (2) Student positions on the Faculty Senate. The Faculty
Senate will designate the number of Student positions on the Standing
39
Committees with a minimum of one and a maximum of two on each Standing
Committee, with the exception of Faculty Appointments and Promotions.
(2) Student representatives to the Standing Committees and Faculty Senate shall
have voting privileges.
(3) These positions shall be filled for a one-year (1) term of office
(4) The Office of Student Affairs shall conduct elections for Student
UHSUHVHQWDWLYHVLQFROODERUDWLRQZLWKWKH&ROOHJHRI1XUVLQJ¶V2IILFHRI6WXGHQW
Support Services. These students will be elected by the student body in such a
manner as to provide appropriate representation for all students in the College of
Nursing.
ARTICLE IV
ARTICLE V
40
ARTICLE VI
AMENDMENTS
Section1. Amendment Procedures (See Rush University Rules for Governance)
Section 2. College of Nursing Policies and Procedures
(a) The Policies and Procedures of the College of Nursing are under ongoing review
and Active Faculty may propose amendments at any time. Every four (4) years, the
Faculty Senate will initiate a thorough review of the Policies and Procedures.
(b) Mechanism for Amending College Policies and Procedures:
(1) According to the Rush University Rules for Governance, any Active Faculty
member may propose amendments to these Policies and Procedures. Faculty
members must submit proposed amendments and their rationale to the Faculty
Senate for review. The Faculty Senate will submit the amendment and rationale
to an online vote of the College of Nursing Faculty no later than six months after
receiving the proposed amendments. Faculty must submit ballots within ten (10)
days after receiving the ballot. The Faculty Senate will submit all amendments to
the Faculty for a vote.
(2) If the Faculty votes to accept the amendment, the Faculty Senate will then
forward the proposed amendments to the University Council for approval. After
approving the amendments, the University Council will forward them to the
Provost and the President, who will transmit them to the University Board of
Overseers and the Board of Trustees for final approval. Any problems with
amendments will be sent to the Dean, College of Nursing, who will discuss them
with the Faculty Senate and appropriate revisions shall be made.
41
Original Document Date: September 25, 1995
College of Nursing Drafts: July 27, 1997; December 4, 1998
Informal Draft Date: October 31, 2000
Informal Approval by Rush University Council, November 14, 2000
Informal Draft Date: March 3, 2009
42
FACULTY APPOINTMENTS AND PROMOTIONS COMMITTEE
Committee Charges
1. Develop uniform policies and procedures for appointment, reappointment and
promotion of faculty members, and recommend to faculty for approval.
2. Assist departmental chairpersons to implement these policies and procedures.
3. Review recommendations of candidates for faculty appointments and
SURPRWLRQVDQGWRIRUZDUGWKHFRPPLWWHH¶VUHFRPPHQGDWLRQVWRWKHdean.
Membership
Faculty
Students
Five members (2
professors, 2 associate
professors, and 1 of either
rank)
None
Ex-Officio
Representative of the
Office of the Dean
Elected for 3 year terms.
Operational Guidelines
Committee Structure and Function
1. Committee members are elected by the faculty according to the College
of Nursing's policies and procedures for the Rules of Governance. If a
committee member seeks promotion during his or her tenure on the
Appointments and Promotions Committee, that faculty member must be
recused during deliberations. Committee members also serve on their
Departmental Faculty Advisory Committees (FACs).
2. The Committee is responsible for reviewing recommendations of
candidates for faculty appointments and promotions for senior rank and
forwarding the recommendations to the Dean for transmission to Faculty
Senate for action. Department Chairpersons who are uncertain as to
whether a faculty member meets rank criteria for appointment or
promotion may consult with the Appointments and Promotions
Committee. However, this consultation does not preclude the Department
Chairperson's authority to deny recommendation for appointment,
reappointment, or promotion.
3. The Committee does not review recommendations for appointment or
reappointment of Instructors, Assistant Professors, Adjunct/Complemental
1
Faculty, Clinical Teaching Associates or Clinical Instructors. These
appointments and reappointments are reviewed and dispositions made at
the department level by the Department Chairperson and FAC.
4. The Dean will communicate senior rank appointment decisions in writing
to faculty applicants. A copy of the DHDQ¶VOHWWHULVVHQWWRWKH)DFXOW\
Appointments and Promotions Committee and the department
Chairperson.
5. All new appointments and promotions of members of the faculty that have
been approved by the Dean will be sent to the Faculty Senate. Upon
approval by the Faculty Senate, the Dean will forward a recommendation
for approval to the Provost.
Procedures for Appointment, Reappointment, and
Promotion
Appointment Requests for Faculty
1. Faculty appointments are made by rank with an attached term: Instructors,
1 year; Assistant Professors, 1-3 years; Associate Professors and
Professors, 5 years. See Rank Criteria.
2. The Department Chairperson seeking appointment of new faculty at senior
ranks should submit to the department FAC:
a.
b.
c.
d.
a letter of recommendation
a FRS\RIWKHDSSOLFDQW¶VFXUUHQWFXUULFXlum vitae
documentation of eligibility/qualifications for rank
an applicant profile that addresses how each rank/track criterion is met
3. After the )$&¶V review and recommendation, the Department
Chairperson will submit the materials to the Chairperson of the Faculty
Appointments and Promotions Committee. External review letters
addressing rank criteria may be requested at the discretion of the FAC or
the Faculty Appointments and Promotions Committee. The reviews by the
department FAC and Faculty Appointment and Promotions Committee
should be completed prior to the offer of appointment for new faculty
members.
4. The Faculty Appointments and Promotions Committee conducts an overall
evaluation of a person's performance that requires evidence of
achievement in each category of criteria. The expectations for the
educational and clinical/scholarly categories are that the majority of the
criteria will be met by the candidate, dependent upon the applicant's track
2
(educator/clinical practice; educator/researcher; researcher/clinical
practice).
5. Following review by the Faculty Appointments and Promotions Committee,
recommendations are forwarded to the Dean, for transmission with a
recommendation to Faculty Senate. The Dean and Chairperson use this
information as a basis for their decision for appointment. Following Senate
approval, the Dean will then communicate the appointment in writing to
the faculty applicant. Copies of the Dean's letter are sent to the Faculty
Appointments and Promotions Committee and Department Chairperson.
In the event that the Committee does not recommend a faculty member
for appointment at the stated rank, the Committee Chairperson prepares a
memo to the Dean and Department Chairperson which clearly specifies
the need for additional evidence.
6. Recommendations for appointment to faculty rank of Chairperson,
Associate Dean, or Director are submitted by the Dean directly to the
Chairperson, Faculty Appointments and Promotions Committee.
7. An appointment as University Professor shall originate with the
department Chairpersons in at least two Colleges and after approval by
the Appointments and Promotions Committees of the respective Colleges,
shall be presented to the Deans of the appropriate Colleges for
transmission with conjoint recommendations to the University Council.
8. Nurses who are employed by Rush University Medical Center or its
affiliates may be appointed as Clinical Teaching Associates or Clinical
Instructors by the Department Chairperson in consultation with the FAC.
Nurses who hold a Bachelor's Degree (in nursing) are eligible for
appointment as Clinical Teaching Associate. Nurses who hold a Master's
degree or Doctorate in nursing or a related field are eligible for
appointment as Clinical Instructor. The following criteria must be met:
a. Minimally, a Bachelor's degree in nursing or its equivalent
b. Attainment of clinical proficiency equivalent to the RUMC second
practice level
c. Demonstrated excellence, enthusiasm, and leadership in clinical
nursing practice
d. Expressed interest in serving as a guide/preceptor/tutor for students in
their clinical practice.
3
e. If recommended by the Department Chairperson and Department FAC,
successful completion of an online clinical teaching course, offered by
Rush University College of Nursing.
9. Appointment as Clinical Teaching Associate or Clinical Instructor may be
self-initiated or initiated through recommendation from a member of the
regular, or emeritus faculty.
a. Nominees will submit a curriculum vitae, a letter of intent and
recommendations from the Unit Director and a faculty sponsor to the
Department Chairperson for consideration in consultation with the
FAC.
b. Upon approval from the Department Chairperson and FAC, the
application materials and letter of recommendation from the
Department Chairperson are presented to the Dean for approval.
c
Appointments are three years in length and renewable. All clinical
appointments are contingent upon employment in RUMC or its
affiliates.
10. Nurses at RUMC holding a master's degree or doctorate in nursing or the
equivalent, who prefer to pursue or continue a ranked appointment on the
regular faculty, will be reviewed, appointed, and promoted in accordance
with their educational and professional achievements,.
Faculty Reappointment Requests
1. Faculty will be reviewed for reappointment according to the term attached
to their rank: Instructors, annually; Assistant Professor, 1-3 years; and
Associate Professors and Professors, 5 years, by the Department
Chairperson and FAC. Reappointment is made based upon current
departmental/college needs and continued productivity of the faculty
member. In very exceptional circumstances, upon recommendation of the
Department Chairperson and the Department FAC, a one-year extension
of reappointment to Junior rank may be approved by the Dean due to a
IDFXOW\PHPEHU¶VLQDELOLW\WRDSSO\IRUUDQNUHDSSRLQWPHQWDWWKH
designated time.
Upon recommendation of the Departmental Chairperson, the Department
FAC, and the Faculty Appointments and Promotions Committee, a oneyear extension of reappointment to Senior rank may be approved by the
DHDQGXHWRDIDFXOW\PHPEHU¶VLQDELOLW\WRUHDSSO\IRUSenior rank
UHDSSRLQWPHQWDWWKHGHVLJQDWHGWLPH7KHIDFXOW\PHPEHU¶VUDQN
reappointment will be retroactive to include the extension year.
4
2. Faculty at both junior and senior rank shall submit a current curriculum
vitae and letter of request for reappointment documenting their continuing
efforts in each category of criteria of the appropriate rank and track to the
Department Chairperson and FAC. The reappointment materials for
faculty at senior rank will be forwarded to the Faculty Appointments and
Promotions Committee for review and approval.
3. Reappointment recommendations for junior faculty are sent by the
Department Chairperson to the Dean who sends a recommendation to the
Faculty Senate. The Department Chairperson will communicate in writing
to the faculty member the reappointment decision.
Reappointment recommendations for senior faculty are sent by the
Faculty Appointments and Promotions Committee to the Dean who sends
a recommendation to the Faculty Senate. The Dean will communicate in
writing to the faculty member the reappointment decision.
4. Faculty who are not recommended for reappointment are notified in writing
by the Department Chairperson. For Instructors and Assistant Professors
this notification must be at least 3 months prior (by April 1) to expiration of
the appointment. For the rank of Associate Professor and Professor, the
notice should be at least 6 months (January 1) prior to expiration if the
appointment has been held for 3 years or less; 1 year (July I of preceding
calendar year) if the appointment has been held more than 3 years.
5. If these deadlines are missed, see University Rules of Governance, Article
II, Section 3(b).
6. A faculty member may be suspended, be discharged or not be
reappointed for: a) institutional economic difficulty; b) nonperformance of
duties/non-productivity; c) lack of congruence with department/college
mission; d) neglect of duties including serious violation of faculty rules for
governance or corporate by-laws, rules, and regulations; e) violation of
generally accepted standards of professional ethics; f) material breach of
contract with the Medical Center; g) conviction of a crime deemed to
render the faculty member unfit to conduct their professional activities; h)
professional incompetence; i) conduct that is seriously and clearly
prejudicial to the best interest of Rush University Medical Center.
7. A faculty member whose request for reappointment has not been
approved by the Department Chairperson or Dean, has the right to appeal
the decision according to the procedures stipulated in the University and
College of Nursing Rules of Governance and College of Nursing Policies
and Procedures.
5
8. Reappointments of Chairpersons, Associate Deans, and Directors are
submitted directly to the Committee Chairperson by the Dean.
Promotion Requests to Senior Faculty
1. Faculty members seeking promotion to senior rank are strongly
encouraged to meet with their Department Chairperson by October 1st to
begin planning for faculty review.
For persons seeking promotion to senior rank (Associate Professor and
Professor), the faculty applicant and Department Chairperson should
identify a minimum of 3 persons who are from outside Rush University
Medical Center (one of whom must be a nurse), to write letters of
recommendation. These persons must be knowledgeable in the
applicant's field, of equal or higher rank than the one being sought, and
can evaluate the individual's accomplishments. These reviewers should be
able to provide an objective evaluation of the applicant's scholarly work;
they would not include previous/current supervisors, employers, or faculty
peers of the applicant. The Department Chairperson contacts at least two
of these persons, sends copies of Rush CON appointment/promotions
criteria, the candidate's CV and documentation of qualifications for rank,
and 2-3 representative articles authored by the candidate. The
Department Chairperson requests a letter of recommendation and a copy
of the reviewer's CV. Letters of recommendation should clearly and
specifically state how our promotion criteria are met and should be
returned to the Department Chairperson.
2. The Department FAC, which functions as an evaluative body of peers,
recommends departmental faculty members for promotion to the
Department Chairperson. Recommendations are based on the )$&¶V
professional judgment of the quality as well as quantity of
accomplishments according to rank criteria at the level of promotion being
sought. There is an overall evaluation of a person's performance that
requires evidence of achievement in each category (educational,
clinical/scholarly, and college/ professional). The expectations for the
educational and clinical/scholarly categories are that the majority of criteria
for rank will be met by the applicant.
The Department FAC should review all submitted documentation for
completeness. Any incomplete dossiers (such as missing letters of
reference; documentation of eligibility for rank) should not be forwarded to
the Faculty Appointments and Promotions Committee.
6
a.
The letter should clarify and expand upon how the candidate
meets the educational, clinical/scholarly, and
college/professional criteria of the requested rank and track.
b.
The Faculty Appointments and Promotions Chairperson will
review the submitted materials for adherence to the guidelines
and follow-up as necessary.
c.
The Faculty Appointments and Promotions Chairperson will
assign each candidate's materials to a committee member for
an in-depth review. It is preferable that the committee member
reviewing a candidate should be from a department other than
that of the candidate under review.
3. Following favorable Departmental FAC review, the Department
Chairperson forwards a letter of support and the applicant's materials to
the Chairperson of the Faculty Appointments and Promotions Committee
by March 1st.
4. The Appointments and Promotions Committee will solicit additional letters
of review from outside Rush University Medical Center for persons
recommended for promotion at a senior rank if additional information is
required.
5. Following review by the Faculty Appointments and Promotion Committee,
recommendations are forwarded to the Dean who will send a
recommendation to the Faculty Senate for approval. Upon approval by
the Faculty Senate, the Dean will forward a recommendation for approval
to the Provost. The Dean will communicate in writing to the faculty
member and the Department Chairperson, the promotion decision.
6. In the event that the Committee does not recommend a faculty member
for promotion, the Committee Chairperson prepares a memo to the Dean
DQG)DFXOW\6HQDWHZKLFKFOHDUO\VSHFLILHVWKHIDFXOW\PHPEHU¶Vneed for
additional evidence. The Dean and Faculty Senate use this information as
a basis for their decision for promotion. A copy of the DHDQ¶VOHWWHULVVHQW
to the Chair, Faculty Appointments and Promotions Committee, and the
Department Chairperson.
7. An individual may be reviewed for promotion at any time during the year at
the discretion of the Departmental FAC. Promotions become effective the
beginning of the upcoming fiscal year - July 1.
8. Recommendations for promotion of a Chairperson, Associate Dean, or
Director are submitted directly to the Faculty Appointments and
Promotions Committee by the Dean.
9. A faculty member whose request for promotion has not been approved by
the Faculty Appointments and Promotions Committee and/or the Dean
7
has the right to appeal the decision according to the procedures stipulated
in the University and College of Nursing Rules for Governance
and College of Nursing Policies and Procedures.
FACULTY ADVISORY COMMITTEE
(DEPARTMENTAL)
OPERATIONAL GUIDELINES
Committee Structure and Function:
1. Committee members are elected by the Department according to
the College of Nursing's policies and procedures for the Rules of
Governance. The Departmental representative serving on the Faculty
Appointments and Promotions Committee shall also serve on the
Departmental FAC.
2. The FAC is responsible for reviewing recommendations of candidates for
faculty appointments, reappointments, and promotions. Recommendations
for junior rank appointments, appointments of clinical faculty and all
reappointments are presented to the Dean for transmission with a
recommendation to the Faculty Senate. Recommendations for
appointment to senior rank are transmitted to the Faculty Appointments
and Promotions Committee.
3. Department Chairpersons and the Dean will communicate in writing
appointment decisions at junior rank and all reappointments.
Appointments at senior rank are communicated in writing by the Dean of
the College of Nursing.
4. All new appointments and promotions of members of faculty that have
been approved by the Dean and Faculty Senate. Upon approval by the
Faculty Senate, the Dean will forward a recommendation for approval to
the Provost.
8
Procedures for Appointment, Reappointment, and
Promotion
Appointment Requests
1. Faculty are appointed to ranks with an attached term: Instructors, 1 year;
Assistant Professors, 1-3 years; Associate Professors and Professors, 5
years.
2. The Department Chairperson seeking appointment of new faculty at all
ranks should submit the materials described below along with a
recommendation for the applicant's rank to the FAC.
a.
Submit a copy of their current curriculum vitae.
b.
Submit documentation of eligibility/qualifications for rank.
c.
Documentation should include an application profile that
addresses how the majority of rank/track criteria are met.
3. All recommendations for faculty appointments for Assistant Professor or
below will be sent by the Department Chairperson to the Dean for
transmission with a recommendation to the Faculty Senate.
The Department Chairperson will forward a letter of recommendation
VXPPDUL]LQJWKHDSSOLFDQW¶VTXDOLILFDWLRQVIRUVHQLRUUDQNAssociate
Professor and Professor) to the Chairperson of the Faculty Appointments
and Promotions Committee. In the event that the Faculty Appointments
and Promotions Committee does not recommend an applicant for
appointment, the Committee Chairperson prepares a memo to the
Department Chairperson and Dean which clearly specifies the applicant's
need for additional evidence. Department Chairpersons use this
information as a basis for their appointment decision.
4. With special written agreement, approved by the Dean with the consent
of the appointee, a temporary appointment of an Assistant Professor or
Instructor may be made for shorter terms than noted above.
Reappointment Requests:
1. The Department Chairperson will submit the materials described below along
with a letter of recommendation summarizing the faculty member's activities
for reappointment to the Department Faculty Advisory Committee for review.
In very exceptional circumstances, upon recommendation of the
9
Departmental Chairperson and the Departmental FAC, a one-year extension
of reappointment of rank may be approved by the Dean in the case of a
IDFXOW\PHPEHU¶VLQDELOLW\WRUHDSSO\IRUUDQNUHDSSRLQWPHQWDWWKHdesignated
WLPH7KHIDFXOW\PHPEHU¶VUDQNUHDSSRLQWPHQWZLOOEHUHWURDFWive to include
the extension year.
a. Copy of their current curriculum vitae.
b. Letter of request for reappointment documenting continuing efforts in
each category of criteria of the appropriate rank and track.
Reappointment is made based on current departmental/college needs and
2.
continued productivity of the faculty member.
Reappointment recommendations for Assistant Professor or below are
3.
sent by the Department Chairperson to the Dean for transmission with a
recommendation to the Faculty Senate. The Department Chairperson will
communicate in writing to the faculty member the decision to reappoint or not
reappoint; if the faculty member has been reappointed, the letter should indicate
when the next review for reappointment will occur.
4.
Reappointment recommendations with supporting documentation for
Associate Professor and Professor are sent to the Chairperson of the Faculty
Appointments and Promotions Committee for review. The Committee's
recommendation is sent to the Dean for transmission with a recommendation to
the Faculty Senate. Following this process, the faculty member receives a letter
from the Dean confirming the reappointment and when the next review for
reappointment will occur.
A faculty member whose request for reappointment has not been
5.
approved by the Department Chairperson has the right to appeal the decision
according to the procedures stipulated in the University and College of Nursing
Rules of Governance.
Promotion Requests
1. Faculty members seeking promotion to Assistant Professor are strongly
encouraged to meet with their Department Chairperson by October 1st to
begin planning for Faculty Advisory Committee review. Faculty members
should work with their Chairperson to submit the materials previously
described.
10
2. The Faculty Advisory Committee, which functions as an evaluative body of
peers, recommends departmental faculty members for promotion to the
Department Chairperson. Recommendations are based on the advisory
committee's professional judgment of the quality as well as quantity of
accomplishments according to track and rank criteria at the level of promotion
being sought. There is an overall evaluation of a person's performance that
requires evidence of achievement in each category of criteria (educational,
clinical/ scholarly, and college/professional).
3. Following favorable Department FAC review, the Department Chairperson
forwards a letter of recommendation to the Dean for transmission with a
recommendation to the Faculty Senate. For Assistant Professor and below,
the Department Chairperson should communicate in writing to the faculty
member the promotion decision.
For promotion to senior rank, refer to Faculty Appointments and Promotions
Committee Operational Guidelines, Promotion Requests. After review and
recommendation by the Faculty Appointments and Promotions Committee,
the Dean, and Faculty Senate, the faculty member is notified in writing by the
Dean of the promotion decision. A copy of the letter is sent to the Department
Chairperson and Chairperson of the Faculty Appointments and Promotions
Committee.
4. A faculty member whose request for promotion has been not approved by the
Department Chairperson and Dean has the right to appeal the decision
according to the procedures stipulated in the University and College of
Nursing Rules for Governance and College of Nursing Policies and
Procedures.
Rev. by Appointments & Promotions Committee on 09/8/10
11
for the
of the
COLLEGE OF HEALTH SCIENCES
for the
of
RUSH UNIVERSITY
Notation: Each Article, Section, and Paragraph number used in the Policies and
Procedures of the College of Health Sciences refers to a specific Article, Section, and
Paragraph in the “Rules for Governance of Rush University” as approved by the Rush
University Board of Overseers on May 21, 2008 and the Rush University Medical Center
Board of Trustees on October 8, 2008.
These College of Health Sciences Policies and Procedures are in conformance with the
Rush University Rules for Governance and provide specifics related to the College of
Health Sciences with regard to particular Articles and Sections in the Rush University
Rules for Governance. A complete understanding of the College of Health Sciences
Policies and Procedures for the Rush University Rules for Governance requires reading
the relevant Articles and Sections in the Rush University Rules for Governance.
1
Approved by the Faculty of the College of Health Sciences: March 18, 2008
Approved by the Board of Overseers: February 4, 2009
ARTICLE I
THE COLLEGE OF HEALTH SCIENCES
Section 1. Purpose
The purposes of Rush University are to educate students as practitioners, scientists and
teachers who will become leaders in advancing health care and to further the
advancement of knowledge through research. The College of Health Sciences, as an
integral component of the University, seeks to prepare superb practitioners and leaders in
the allied health professions to provide the very best care for our patients. In addition, the
College seeks to make meaningful and significant contributions in advancing health care
through excellence in research, scholarship, and service. In keeping with the Rush
University practitioner-teacher model, the College integrates patient care, research,
scholarship and service into the teaching-learning process of developing future allied
health professionals and leaders.
Section 2. Mission Statement
The Mission of the College of Health Sciences is to advance the quality and availability
of health care through excellence in education, research and scholarship, service and
patient care. The College promotes the values of diversity, access and inclusion in all of
its endeavors.
Section 4. (d) The Senior Representative Body of the faculty of the College of Health
Sciences shall be referred to herein as the Faculty Council of the College of Health
Sciences.
The Chairpersons’ Council of the College is constituted as the Senior Management Body
of the College. The members of the Chairpersons’ Council shall be appointed by the
Dean and shall include: the Dean as Chairperson, the Chairpersons of the College
Departments, the Chairperson of the College of Health Sciences Faculty Council and
other senior management positions, such as the CHS Director of Academic and Student
Affairs, and Associate/Assistant College of Health Sciences Deans. The Dean may
appoint additional members to the Chairpersons’ Council at his or her discretion who will
serve in an ex-officio capacity.
The Senior Management Body is advisory to the Dean for the administration of the
College of Health Sciences.
2
Section 6. Approval of Policies and Procedures for the College of Health Sciences
In the College of Health Sciences (CHS), the Faculty Council serves as the Senior
Representative Body. The Faculty Council is responsible for developing the College of
Health Sciences Policies and Procedures for the Rush University Rules for Governance.
Following approval of the College of Health Sciences Policies and Procedures for the
Rush University Rules for Governance by a majority vote of the Faculty Council and
subsequent to review and approval of the University Council, the faculty of the College
will vote on the proposed College of Health Sciences Policies and Procedures for the
Rush University Rules for Governance by a secret ballot at any regularly or specially
called Faculty meeting or anonymous ballot using available current technology. After
approval by a majority of the faculty of the College voting, the College of Health
Sciences Policies and Procedures for the Rush University Rules for Governance are to be
submitted for approval by the Provost, the President, and the Governing Body of Rush
University, as stipulated in the Rush University Rules for Governance.
ARTICLE II
Section 2.
Faculty Conditions
a) Active Faculty
Active faculty in the College shall be made up of duly appointed members whose
titles, in order of seniority are: (i) Professor; (ii) Associate Professor; (iii)
Assistant Professor; and (iv) Instructor.
Active faculty status in the College is conferred only to individuals who
contribute a minimum of 10% time to the University. This will correspond to a
commitment to the College of a minimum of four (4) hours per week, on average.
(b), (c), (d). (e) Faculty holding appointments as Honorary Faculty, Visiting
Faculty, Adjunct Faculty, Clinical Faculty or Assistant shall not be considered
active faculty for voting purposes. These faculty may take part in College faculty
meetings but do not have the right to vote.
The privileges of honorary, visiting or adjunct faculty include: listing on the
faculty roster, access to educational resources, and attendance at college and
departmental faculty meetings. The privileges and responsibilities of honorary,
visiting or adjunct faculty shall be for those academic and/or clinical duties as
defined by the department.
3
(f) Recommendations for Appointments, Reappointments and Promotions of
Assistant Professors and Below.
All recommendations for faculty appointments, reappointments and promotions
for Assistant Professor or below shall originate with the Department Chairperson
and shall be presented to the Dean for consideration of approval.
Recommendations that are supported by the Dean shall be transmitted with a
recommendation for approval to the Faculty Council within thirty (30) days of
receipt by the Dean.
(g), (h) Recommendations for New Appointments, Reappointments and
Promotions of Associate Professor or Professor
All recommendations for initial appointments, reappointments and promotions to
positions on a faculty as Associate Professor or Professor shall originate with the
Department Chairperson and, after review and approval by the Committee on
Senior Faculty Appointments and Promotions (COSFAP), shall be presented to
the Dean for consideration of approval.
Initially, applications for such appointments and promotions must be transmitted
from the Department Chairperson to the Dean. The Dean will then transmit the
application to the COSFAP or return it to the Department Chairperson if the
application appears to be incomplete. Following review by the COSFAP, the
application will be presented to the Dean with the recommendation of the
Committee. The Dean may then transmit the application with a recommendation
for approval to the Faculty Council within thirty days (30) of receipt by the Dean
or return the application to the Department Chairperson.
(i)
Terms and Conditions of Appointment
(2) There shall be a written understanding between the Department
Chairperson and all salaried departmental faculty members as to the
contributions they intend to make to the College. When a faculty member
receives a salary, either full-time or part-time, the terms and conditions of
the receipt of such salary, including anticipated time to be spent in
teaching, research and scholarly activities, service and patient care,
including administration in each category, will be stated and confirmed in
writing in a letter of appointment signed by the faculty member, the
Department Chairperson and the Dean. In the case of joint appointments,
the college of primary appointment and the time allocated to each college
and department shall be stated. For instructors and assistant professors,
the faculty member’s letter of appointment should include the term of
appointment. At the end of each term of appointment, the Department
Chairperson is free to choose one of the following three options: (1) non4
renewal of the appointment, (2) recommendation of reappointment for
another term, or (3) recommendation for promotion.
(6) Terms of Appointment
(c) The College of Health Sciences has a tenure system and tenured terms of
appointment as Professor or Associate Professor are indefinite.
(14) The Rush University Rules for Governance present the process to be
followed by department Chairpersons should a faculty member not be
recommended for reappointment and/or for suspension and discharge
procedures (Article II, Section 3 (a-c)). Faculty grievance procedures are
specified in Article II, Section 3 (d) of this document. If a grievance is
filed consistent with the Rules for Governance, appointment as a faculty
member in the CHS will be terminated officially when the grievance is not
upheld and all grievance procedures have been exhausted.
(16) Leave of Absence
(b) Scholarly Leave of Absence. Article II, Section 2, Subsection f (17) of the
Rules for Governance of Rush University provides conditions for the granting of
scholarly leaves of absence to faculty. As stated in the Rules for Governance,
“scholarly leaves of absence are for the purpose of improving one’s knowledge of
an area relevant to one’s primary academic field of endeavor, doing research or
other pursuits felt to fall within the generally accepted range of activities with
approval of the Department Chairperson.” The conditions for faculty eligibility
and the responsibilities associated with scholarly leaves of absence include the
following:
i. Assistant, Associate, and Full Professors are eligible for consideration
after six or more continuous years of full-time salaried experience in the
College at the level of Instructor or above.
ii. The leave may be granted to a faculty member who has an appointment
that would continue after the leave was completed and who intends to
return to the College.
iii. A salaried faculty member with six years or more of full-time service is
eligible for a scholarly leave of absence of six months at full salary or a
twelve month leave of absence at half salary. Faculty who are full-time
employees of Rush University Medical Center may be eligible for a
scholarly leave of absence. Salary paid by the College for leaves of
absence will be adjusted based on the percentage of the faculty member’s
salary paid for his or her academic contribution to the College. For
example, a full-time salaried employee of Rush University Medical Center
5
may hold a faculty appointment in the College at a 0.60 effort. This
individual would be paid by the College at the same rate for an approved
leave of absence.
iv. Each person who has been on a scholarly leave of absence shall, on the
termination of his/her leave, submit a written report to his/her Department
Chairperson concerning the nature of his/her studies, research, or other
scholarly work undertaken during the leave of absence.
v. No one to whom a leave of absence has been granted shall be permitted
while on such leave to accept remunerative employment or engage in
remunerative professional practice or work which shall exceed his/her
compensation prior to the date of the leave of absence at Rush University.
vi. All such requests for leave shall be submitted to the appropriate
Department Chairperson for consideration and then forwarded to the Dean
with recommendations. The requests must also include the proposed plans
to carry out the functions of the faculty member while he/she is on leave.
The granting of all requests for scholarly leaves is based upon the
provision that adequate fiscal and personnel resources are available as
determined by the Dean.
vii. The following is a recommended timeline that may be followed when
requesting a scholarly leave of absence:
12 months prior to the
quarter requesting leave
Application for scholarly leave,
including a Statement of Plans, due
in Department Chairperson’s office
9 months prior to the quarter
requesting leave
Application transmitted to Dean
6 months prior to quarter
requesting leave
Applicants will be notified of the
status of their application by the
Dean of the College of Health
Sciences
within 60 service days of
return
Report of scholarly leave to be
submitted to the Department
Chairperson who transmits the
report to the Dean
The application form for a scholarly leave of absence may be found in Appendix A.
6
(b) Personal Leaves of Absence. A salaried member of the faculty may take a
personal leave of absence without compensation from the Medical Center with the
written approval of his/her Department Chairperson and the Dean. The terms of
the leave of absence, including the terms for the resumption of duties and
maintenance of faculty appointment, shall be negotiated between the Department
Chairperson and the faculty member and shall be stated in writing. Such a leave
of absence shall not exceed one year unless approved by the Department
Chairperson and the Dean. Military leaves of absence shall be an exception to
this rule.
(17) Creation or Elimination of a College or a Department
See Article II, Section 6.
Section 3.
Termination, Suspension and Appeal
(a) Appointments to the faculty may be terminated by (i) non-renewal of the
specified term of appointment; (ii) retirement; (iii) acceptance of resignation; or
(iv) discharge for cause.
(b) Faculty in the College of Health Sciences holding appointments as Associate
Professor or Professor are tenured, with such tenured terms of appointment being
indefinite. When a faculty member with an appointment for a nontenured term is
not to be recommended for reappointment, the member must be notified in
writing by the Department Chairperson. For Instructors, this notice must be at
least three (3) months prior to the expiration of the appointment. For assistant
professors, this notice must be at least six (6) months prior to the expiration of the
appointment if the appointment has been held for three years or less and one (1)
year prior to the expiration of the appointment if the appointment has been held
for more than three (3) years.
(d) Policies and Procedures for Actions Against and Appeals by a Faculty
Member
(1) Actions against a faculty member are termination or suspension of
employment. A recommendation for actions against a tenured faculty
member, or one with a non-tenured appointment before the end of a
specified term, must be for cause and will be initiated by the department
Chair. Such recommendation can be made only after discussion between the
faculty member and his/her department Chair in an attempt to reach a
mutually acceptable agreement. If a mutually acceptable agreement is not
reached there will be an informal inquiry by a departmental committee
appointed by the Chairperson of the department. The committee will issue a
nonbinding opinion regarding the proposed action(s) to the Department
Chairperson and the faculty member. Following review of the non-binding
7
opinion of the committee, the Chairperson may choose to recommend
termination or suspension of the employee or to dismiss the proposed action.
Should the department Chairperson determine that the termination or
suspension of the faculty member is warranted, he or she shall provide the
faculty member and the Dean the reason(s) for the action(s), in writing,
within ten (10) working days of receipt of the opinion.
(2) Upon receipt of such a statement from the Chairperson, the faculty
member shall have the right within ten (10) working days, to request in
writing a review before an Appeals Committee of the Faculty Council. Such
a request is to be addressed to the Dean. The Appeals Committee shall
consist of three members of the Faculty Council chosen by the Council, three
department Chairs chosen by the Dean, and one additional faculty member
chosen by the Dean. No individuals from the department involved will serve
on the Appeals Committee. Members of the committee may disqualify
themselves for any reason and shall not be included on the committee. The
Appeals Committee members will elect a chair from their members.
(3) The Appeals Committee will hold joint pre-review meetings with the
parties and their legal counsel, if any, in order to clarify issues, effect
stipulations of fact, provide for exchange of documents or other information,
and achieve such other pre-review objectives as will make the hearing fair,
effective, and expeditious.
(4) Service of notice of the review by the Appeals Committee will be made
at least ten (10) working days prior to the review. Notice will be provided
by certified mail or by a commercial carrier that can establish receipt of
notice to the faculty member's last known address. The faculty member may
waive appearing before the Appeals Committee for a hearing and may
respond to the charges in writing at any time before the date scheduled for
the review. If the faculty member waives a hearing but denies the charges
against him/her, or asserts that the charges do not support a finding of
adequate cause, the Appeals Committee will evaluate all available evidence
and rest its recommendation upon the evidence in the record. The Appeals
Committee will submit a written report of its findings and the evidence used
to the faculty member, the Department Chair, the Dean and the Provost.
(5) The Appeals Committee will hold the hearing in executive session.
(6) Pending a decision by the Appeals Committee, the faculty member may
be suspended from some or all duties by the Department Chairperson, with
approval of the Dean, or be assigned to other duties in lieu of suspension. If
the faculty member received a salary, such salary may continue during
suspension.
8
(7) During a hearing, the faculty member will be permitted to have legal
counsel, at his or her own expense, present and may request that witnesses
appear before the committee. The Chairperson and the Appeals Committee
may also request that counsel be present during the hearing.
(8) Minutes of the hearing will be taken and a copy of the minutes will be
made available without cost to the appealing faculty member, the
Department Chair and the Dean.
(9) Public statements and publicity about the case by either the faculty
member or administrative officers will be avoided so far as is possible until
the proceedings have been completed. The Appeals Committee members,
the faculty member, and the Dean or his/her representative will have the
right to question all witnesses. Where the witnesses cannot or will not
appear, the Appeals Committee has the discretion to admit their statements
into the hearing record. The Dean, the Department Chair, the Provost, and
the faculty member will be notified of the Appeals Committee's decision in
writing.
(10) If the Appeals Committee concludes that adequate cause for suspension
or dismissal has been established, it will be so recommended. If the Appeals
Committee concludes that adequate cause for suspension or dismissal has
been established but that a lesser penalty would be more appropriate, it will
be so recommended with supporting reasons. If the Appeals Committee
should conclude that adequate cause for suspension or dismissal has not been
established by the evidence in record, it will so report. The Department
Chairperson, with the advice of the Dean, will have the option either to
accept the findings, to not accept the findings or to withdraw the suspension
or dismissal action. If the Department Chairperson should not accept the
findings and recommendations of the Appeals Committee, his/her reasons
for doing so shall be submitted in writing to the Appeals Committee, the
Dean, the Provost, and the faculty member within ten (10) working days of
receipt of the Appeals Committee Report.
(11) Should the faculty member disagree with the outcome of the appeals
process as described above, he/she may appeal to the University Council in a
letter addressed to the Chair of the University Council as specified in the
Rules for Governance, Article II, Section 11 (c) (5).
Section 4.
Academic Functions of a Faculty
(a) Requirements for Appointments and Promotions to Senior Faculty Ranks
Part I: The Committee on Senior Faculty Appointments and Promotions and Its
Deliberations
9
I.
The Committee on Senior Faculty Appointments and Promotions (COSFAP)
A.
The Committee on Senior Faculty Appointments and Promotions
(COSFAP), a standing committee of the College of Health Sciences, is
charged with:
1.
Reviewing recommendations for primary or conjoint appointment or
promotion to a senior academic rank (Professor or Associate
Professor) and
2.
Reviewing other appointments or promotions upon request by the
Dean or the Faculty Council.
B.
The Committee will make its recommendations to the Dean and the Faculty
Council.
C.
The Committee shall develop policies and procedures that it will use in
reviewing candidates for appointment or promotion and shall present such
policies and procedures to the Chairpersons’ Council and Faculty Council
for approval, rejection and/or suggested modification. Any changes in the
policies and procedures shall also be presented to the Chairpersons’ Council
and Faculty Council for approval prior to their implementation. Criteria for
appointment or promotion to the rank of Instructor or above will include
demonstration of excellence in teaching. Criteria for appointment or
promotion to the ranks of Assistant Professor, Associate Professor and
Professor will include the following:
1. Assistant Professors must demonstrate the potential to become national or
international leaders in their field.
2. Associate Professors must demonstrate that they are emerging national or
3. Professors must demonstrate that they are established national or
II.
COSFAP Membership
A.
Criteria of Membership
1.
The Committee shall consist of nine members, with each department
of the College of Health Sciences having one representative from its
faculty on the Committee.
10
B.
C.
2.
The majority of the members of the Committee shall have their
primary faculty appointments in the College of Health Sciences.
3.
Departmental representatives will be faculty who hold the rank of
Associate Professor or Professor. In the event that a department has
no faculty holding a primary appointment at the rank of Associate
Professor or above, the department may elect to have a representative
who holds the rank of Assistant Professor, or to choose a
representative at the rank of Associate Professor or above who holds
a primary appointment in another department or college, so that no
one department would be represented only or primarily by junior
faculty.
Preparation of Slate and Election of Members
1.
Except as described in II. A. 3 above, faculty members of each
department shall nominate at least one faculty member, but no more
than two faculty members, who hold the rank of Professor or
Associate Professor.
2.
These names shall be submitted to the Faculty Council, who shall
approve the nominees for each department, assuring that the criteria
outlined in "A" above are fulfilled.
3.
The slate shall be presented to the active faculty for election by
written ballot, either at a faculty meeting or by e-mail ballot. The
slate must be accepted or rejected by the faculty as a whole. If
rejected, the process will begin anew and continued until the faculty
has approved the membership of the Committee.
4.
Elections shall be held by May 1st of each year.
Terms of Office
1. Terms of office on the Committee shall be for three years. Under
ordinary circumstances a member may be re-elected to the Committee
for one succeeding term. A special circumstance may occur, for
example, when a department only has one faculty member at the senior
rank.
.
2.
The term of office will officially begin on July 1st and end on June
30th.
3.
Rotation
11
The following departments will nominate representatives by April
1st in odd numbered years:
a) Clinical Nutrition
b) Communication Disorders and Sciences
c) Health Systems Management
d) Perfusion Technology
The remaining departments will nominate representatives by April
1st in even numbered years:
a) Occupational Therapy
b) Medical Physics
c) Clinical Laboratory Science
d) Religion, Health and Human Values
e) Vascular Ultrasound
4.
III.
The Chairperson of the Committee will orient every new member to
policies and procedures prior to the beginning of their term.
D.
Ex-officio Members or Pro-tem Advisors
With the consent of the Committee, ex-officio members or advisors to the
Committee may be consulted or invited to the meeting. They cannot cast a
vote.
E.
Resignations
1.
Requests for resignation from COSFAP must be addressed in writing
to the Chairperson, who will in turn notify the Dean and the Faculty
Council.
2.
When a representative from a department resigns from the
Committee, the department will elect a person to fill the unexpired
term.
COSFAP Organization
A.
The officers of the Committee shall be the Chairperson, the ViceChairperson and the Secretary. By April 15th of each year, the
Committee will elect the officers for the term of office to begin the
1st of July.
B.
Members of the Committee will become eligible to serve as an
officer after one year of service on the Committee.
C.
The term of office for the Chairperson, Vice-chairperson and Secretary will
be for one year to begin July 1st. Officers may be re-elected for additional
12
one-year terms, provided that they are re-nominated to the Committee by
their departments
D.
Chairperson responsibilities:
1.
Determine the agenda for meetings.
2.
Complete preliminary review of dossier to determine that all
required elements have been provided. Communicate with
Department Chairperson and/or candidate as necessary.
3.
Call special meetings as required.
4.
Keep the Dean informed of all Committee meetings.
5.
Prepare the final report concerning decisions of final actions (FORM
601) to be kept in COSFAP files and sent to the Dean.
6.
Maintain all COSFAP files and transfer them to the new Chairperson
in their transition year.
E.
The Vice Chairperson will serve as Chairperson of the Committee in the
absence of the Committee Chairperson.
F.
The Secretary of the Committee will perform the following functions:
1. Record and distribute the minutes of all Committee meetings.
2. Maintain confidentiality in the performance of all functions.
IV.
3.
Copy and distribute information to COSFAP members and the Dean
as needed.
4.
Distribute schedule of COSFAP meetings for the year,
5.
Maintain and distribute to the candidate and/or the Department
Chair, upon their request, the full complement of forms (as outlined
in FORM 100, the checklist).
6.
Maintain complete Committee files/records.
7.
Copy and hand deliver dossiers to Committee members two weeks
before the next scheduled meeting.
COSFAP Meetings
13
A.
B.
C.
Calling of Meetings
1.
The Committee will convene in July each year to review policies and
guidelines and to establish a schedule of meetings for the coming
year.
2.
At the beginning of each academic year, the Committee will
announce the meetings for the entire year. The secretary will
prepare a memo for distribution to the faculty of CHS. This memo
will include the schedule of meetings and inform CHS faculty
members about the process of senior faculty appointment/promotion.
3.
If no applications require the Committee's consideration, the
Chairperson may cancel a meeting.
4.
Under exceptional circumstances, the Chairperson or a majority of
the Committee membership may request a special meeting.
Attendance
1.
Committee members are required to notify the Chairperson in
advance of a meeting if unable to attend.
2.
Repeated absence from scheduled meetings shall be cause for the
Chairperson to initiate appropriate communication with that member.
A request for resignation from Committee membership may result.
3.
The minutes of meetings will constitute a record of attendance that
shall be made available to the Faculty Council upon request.
Rules of Order
The meeting will be conducted according to Robert's Rules of Order by the
Officers of the Committee in their sequence.
D.
Quorum
A quorum shall consist of more than half of the voting members of the
Committee.
E.
Consideration of Applications
1.
Applications will be considered at the scheduled meetings. In order
for materials to be considered, the complete dossier must be received
by the chairperson three weeks prior to that scheduled meeting.
14
F.
V.
2.
Ex-officio members and specially appointed pro-tem advisors may
be permitted to participate in the deliberations by invitation of the
Committee.
3.
A member of the Committee who is not a member of the applicant's
department will prepare a formal review of the dossier, using FORM
600.
4.
All Committee members are required to be thoroughly familiar with
all circulated documents and are encouraged to seek additional
information from the designated reviewer.
5.
Committee members who are unable to attend may submit opinions
in writing.
6.
Committee members may write letters of recommendation for
nominees.
7.
If persons who hold conjoint appointments are recommended for
promotion in both departments, these applications will be considered
separately regardless of the time of submission.
Action on Applications
1.
A simple majority of a quorum is required for passage of any vote.
2.
If there is no quorum, the Committee may receive and discuss
information pertaining to an applicant but may not make any formal
decisions or recommendations.
3.
A concise summary (FORM 600 and 601) of the Committee
decisions on each applicant will be made on the basis of the College
criteria for Senior Faculty Appointment and Promotion showing how
the guidelines were satisfied or not. A copy will be made for the
Dean's office and one copy will be kept in the Secretary's files. The
summary will be attached to the dossier that the Faculty Council
receives.
COSFAP Minutes/Files
A.
The Secretary shall record and distribute minutes of the meetings to the
Committee members and the Dean within one week following a meeting
(Form 601).
15
B.
The minutes will include the following:
1.
Name of Committee
2.
Date of Meeting
3.
Attendance
a.
b.
4.
C.
VI.
Members present
Members excused or absent
Business
a.
The names of persons whose applications were
recommended for approval or nonapproval (without
breakdown of the vote) as well as candidates with an
incomplete application.
b.
Summaries of Committee action (FORM 601). All members
who were present for the vote on an application will sign
FORM 601.
5.
Signature of secretary
6.
Date of submission of minutes
The COSFAP files will consist of minutes, correspondence, and summary
information on applications, including FORM 100, 600 and 601, with the
candidates’ CV.
COSFAP Recommendations
A.
The Committee will forward approved recommendations to the Dean for
his/her consideration. If the Dean agrees with the recommendation of the
Committee, he/she will transmit that recommendation to the Faculty Council
for its approval.
B.
In the event that the faculty appointment or promotion is rejected by the
Committee, the Committee will transmit that recommendation to the Dean.
If the Dean agrees with the Committee recommendation, the Dean will
inform the candidate's Department Chairperson in writing regarding the
Committee's decision. A photocopy of the checklist (FORM 100) will
accompany the Dean's letter. The person receiving the Dean's letter (at the
Dept. Chairperson's office) will initial and date the photocopy of the
checklist, which will then be returned to the Dean's office and attached to the
dossier. The Dean may also inform the Chairperson orally.
16
VII.
VIII.
C.
The Dean may forward his/her recommendation for appointment or
promotion to the Faculty Council for their approval, at his/her discretion.
D.
All Committee members are required to hold in confidence any discussion
and the vote concerning an application.
Appeals of Not Recommended Applications
A.
The Department Chairperson may within sixty days of receipt of the letter
from the Dean appeal the decision of COSFAP to the Appeals Committee of
the Faculty Council to determine that COSFAP procedures were followed
according to the College of Health Sciences Policies and Procedures.
B.
Applications resubmitted to COSFAP after sixty days will be reviewed as a
new application.
Faculty Council Recommendations
A.
The Faculty Council will vote to accept or reject the Dean’s recommendation
to promote or appoint a faculty member at the requested senior rank.
B.
The Faculty Council shall inform the COSFAP Chairperson and Dean
regarding their decision on the candidate.
C.
The Dean will send a letter to the Candidate informing him/her of his/her
appointment or promotion to the requested senior rank.
Part II: COSFAP Requirements for Appointments and Promotions
I.
All appointments to and promotions within the College of Health Sciences shall be
based on the Guidelines established by the College of Health Sciences.
II.
The Committee will recognize the variability that exists within the departments of
the College of Health Sciences and will measure excellence according to the criteria
stated in the Guidelines.
III.
The Guidelines for Faculty Appointments and Promotions of the College of Health
Sciences shall apply to conjoint appointments in this College. Academic rank in a
conjoint department will generally, but not necessarily, correspond to the person's
rank in his/her primary department.
PART III: THE COMPILATION OF THE DOSSIER
17
I.
(Completeness of dossier may be verified against Form 600, which is used by the
primary reviewer of COSFAP for candidate evaluation.)
The candidate will submit a letter to his/her Department Chairperson requesting a
promotion/appointment, the reasons why he/she feels such a promotion/appointment
is justified, and what services he/she expects to provide to the College.
II.
With this letter, the candidate will include his/her current CV.
III.
A minimum of three of the most recent and significant publications or evidence of
other major scholarly endeavors must also be submitted by the candidate.
IV.
The Department Chairperson will solicit letters of evaluation.
A.
A minimum of three letters of evaluation is required. Additional letters may
also be used to support the candidate's application.
B.
Letters of evaluation are those from individuals outside the institution.
1.
A minimum of one letter should be from an individual holding senior
faculty rank.
2.
At least one letter of evaluation should be from an individual who
has not worked directly or published with the candidate.
V.
The names and titles/degrees of all individuals providing letters of evaluation for the
candidate, their expertise and the nature of the association with the candidate must
be provided to the Department Chairperson.
VI.
The Department Chairperson will provide a letter of recommendation which, in turn,
will include the following:
A.
Exact title for which the candidate is recommended.
B.
The letter should address the following criteria and provide evidence of
excellence where possible:
1.
Academic/Professional Credentials (degrees, certification, licensure)
2.
Teaching (supporting information such as experience, course
directorship/faculty preceptorship, teaching awards, evaluations by
students/peers, counseling/advising, invited lectureships, etc.).
3.
Scholarship (identification of publications, especially those in
refereed journals; audiovisual materials and computer programs;
principal or co-investigator for grant or project with scholarly
outcomes; journal reviewing or editorial service;
presentation/leadership at professional/scientific conferences, etc.).
18
4.
Operational activities (recognized excellence in direct and indirect
patient care).
5.
Professional/institution/community service: Evidence of
membership in professional societies, department/college/university
committee or task force membership; active participation in
community activities.
C.
A summary statement indicating the candidate's past service and anticipated
contributions to the Department, College, and University.
D.
The Department Chairperson must define the percentage of time devoted to
each criteria/function by the candidate.
Section 5.
(d)
The College Dean
Responsibilities of the College Dean
The Dean of the College of Health Sciences has responsibility and accountability
for administration of the College and shall exercise the chief executive function of
the College. The Dean reports to the Provost of Rush University. The Dean: (i)
shall call meetings of the faculty at such times as he/she or the Faculty Council
may deem necessary, at least two such meetings must be held each year; (ii) shall
formulate and present policies to the College faculty for its consideration; (iii)
shall serve as the medium of communication for all official business of the
College with other Medical Center/ University authorities, students, and faculty;
(iv) shall prepare the budget of the College and (v) shall provide consultation and
recommendations concerning College matters such as: program/departmental
evaluation, faculty appointments/promotions, and student admissions and
progression.
Responsibilities:
(1) Establishes the administrative structure of the College of Health
Sciences with approval of the Board of Overseers.
(2) Serves as the medium of communication for all official business of the
College and externally with other Medical Center/University authorities,
students and faculty.
(3) Represents the College on the Corporate Management Committee, the
Council of Deans, and other related groups.
(4) Maintains high educational standards in compliance with accreditation
guidelines and the mission of the College.
19
(5) Provides leadership in the development, updating and implementation
of the College Strategic Plan.
(6) Performs regular departmental reviews.
(7) Oversees the continuous improvement of a curriculum that reflects the
current/future needs of the students, clients, and the health care system in a
cost-effective manner.
(8) Supports a comprehensive student recruitment and retention program
to attain a qualified, diverse student body.
(9) Fosters research in the disciplines that comprise the College.
(10) Supports the recruitment and retention of highly qualified and diverse
faculty and provides an environment that develops their potential.
(11) Fosters a culturally sensitive environment in the College and
University.
(12) Seeks increased endowment funds and expendable support monies for
student scholarships, endowed chairs, and programs in research,
education, and practice that relate to the mission of the College.
(13) Develops a budget and allocates resources to support the College.
(14) Promotes a culture of shared governance with the faculty.
(15) Assures the involvement of students, faculty and staff in the
evaluation process for the Dean, the Associate and Assistant Deans, and
the Chairperson of their department.
Section 6.
(a)
A College Department
Procedures for Creating and Abolishing Departments and/or Divisions
(1) A department is established to provide instruction and research in a
particular health science area. The members of a department may include
persons of all ranks who, upon the nomination of its Chairperson, are
appointed or assigned to it by the Dean. Members of a department are
responsible to the Chairperson for all activities performed within the scope
of the department.
(2) A department may be created or abolished by the Governing Body on
the recommendation of the President in consultation with the Provost and
the Dean of the College. When a department is eliminated, the University
20
shall be responsible for continuing faculty members’ appointments and for
continuing salaried faculty members’ academic salaries, at their current
level until another compensated position is taken or according to the
University Rules for Governance (Article II, Section 2, 18(a-d).
(3) The Dean shall propose creation or dissolution of a department to the
Faculty Council, allowing at least one month for discussion and vote. The
Faculty Council will distribute the proposal to the College faculty for
discussion and advisement. The Faculty Council will discuss and vote on
the proposal and forward its recommendation to the Dean. A department will
not be construed as being eliminated in the event that the department is
merged with another department or the department is renamed. In the latter
case, departments may be combined under a new title and this shall not be
construed as the elimination of the departments that have been combined.
(4) A Department shall propose establishing or abolishing Sections to the
Dean and the Faculty Council. With the Dean’s approval, the Faculty
Council will discuss and vote on the proposal and forward its
recommendation to the Department.
(b) Voting in Departmental and/or Divisional Academic Matters
(1) All active faculty members of a department shall have a vote in
departmental academic matters.
(2) Each department shall have a Department Appointments and Promotion
Committee consisting of not fewer than three members and if possible five
members. The Department Appointments and Promotion Committee shall
advise the Chairperson regarding all appointments and promotions. In
addition, each department shall define the other roles and responsibilities for
its Department Appointments and Promotion Committee. At least one-third
of the membership of the Department Appointments and Promotion
Committee shall be elected annually. The roster of the Committee shall be
forwarded to the Dean by the end of the first month of the academic year.
(c) Responsibilities of the Department Chairperson; Qualifications; Term of
Office and Removal
(1) The Department Chairperson has responsibility and accountability
for administration of the academic department within the College. The
Department Chairperson reports to the Dean of the College of Health
Sciences. The Department Chairperson (i) shall call meetings of the
department faculty at such times as he/she may deem necessary; (ii) shall
formulate and present departmental policies to departmental faculty; (iii)
shall serve as the medium of communication for all official business of the
21
department with other Medical Center/ University authorities, students,
and faculty; (iv) shall prepare the departmental budget for consideration
by the Dean and (v) shall provide consultation and recommendations to
the Dean concerning departmental matters such as: program/departmental
evaluation, faculty appointments/promotions, and student admissions and
progression.
Responsibilities:
a. Supports the mission, vision, goals and strategic objectives of the
college, university and medical center.
b. Maintains/improves the quality of the educational program(s) offered
within the department as demonstrated by program outcomes and
rankings (where available).
c. Supports the quality of the clinical and support service activities
provided by the academic department.
d. Develops and maintains an effective research program within the
department.
e. Maintains financial integrity of the department.
f. Supports professional, community and continuing education service
activities within the department.
g. Provides for faculty and staff development and a positive and
productive work environment.
h. Promotes diversity within the department, college, university and
medical center.
(2) Qualifications
The Department Chairperson shall be qualified by virtue of his/her
education and experience. The Department Chairperson should hold an
earned doctoral degree and have extensive experience in teaching,
research, service and patient care or health care administration. Individuals
with an outstanding background and experience who do not hold an
earned doctorate may be appointed as Department Chairpersons upon
recommendation of the Search Committee and approval by the Dean.
(3) Nomination Process
A nomination for appointment as Chairperson of a Department in the
College shall originate in a Search Committee representing the
faculty/students. The Search Committee shall be appointed by the Dean.
The Search Committee shall include at least: two persons with a primary
appointment in the Department whose Chair is vacant, two Department
Chairpersons from the College, two persons from the faculty at large of
the College, one faculty member with a primary appointment in another
College, one student who must be in the Department whose Chair is
vacant. The Dean shall serve ex-officio without vote. One member from
another department shall serve as Chairperson of the Committee as
22
appointed by the Dean of the College. Search Committee members from
the department concerned shall not include an incumbent, previous or
acting chairperson. Active candidates cannot serve on the Search
Committee. The Search Committee shall have the privilege of
consultation with the outgoing Department Chairperson and other
individuals whose contribution is regarded as desirable. To the extent that
is possible, the composition of the Search Committee membership should
reflect the diverse population served by Rush University.
a. At least a majority of members of the Search Committee must
approve the recommendation for it to proceed.
b. The Dean shall develop a job description for the Chairperson after
assessing the needs of the Department and present it to the Search
Committee.
c. The Search Committee shall present its recommendation(s) to the
Dean for his/her consideration. Whenever possible, the Committee
will recommend three well qualified candidates for Chairperson to
the Dean. The Dean may then undertake negotiations with the
candidate(s) and offer the position to one. If none of the candidates
recommended to the Dean are acceptable, the Dean may direct the
Search Committee to continue the search process. If within one
year an acceptable Chairperson has not been recommended by the
Search Committee, the Dean shall have the option to disband,
modify, or reappoint the Search Committee.
d. In the event that a department is without a Chairperson, the Dean
may appoint an Acting Chairperson until a Chairperson is named.
(4) Term of Office and Removal of Department Chairpersons:
On the recommendation of the Dean and upon nomination of the Provost
and President, the Board of Trustees may appoint Department
Chairpersons for unspecified terms, who shall serve at the pleasure of the
Dean. There should be a letter of appointment from the Dean confirming
the Department Chairperson’s initial appointment. With the concurrence
of the Provost, the Department Chairperson may be removed upon written
notification from the Dean. A Department Chairperson’s faculty
appointment, however, is governed by the Rush University Rules for
Governance and the College of Health Sciences Polices and Procedures
for the Rush University Rules for Governance.
(d) Regular Department Review or Divisional Review
(1) Review of Department Objectives
23
a. The Dean of the College of Health Sciences will oversee a periodic
review of the departments in the College of Health Sciences at a
minimum of every five years. These reviews may coincide with
the department’s accreditation body review.
b. Under special circumstances, a department review can be initiated.
Special circumstances include, but are not limited to, a request for
review by three faculty members within the department, a request
by the Department Chairperson and/or at the discretion of the
Dean.
(2) Review of Department Activities in Fulfillment of Objectives includes:
a. Department’s accomplishment of published, measurable
objectives.
b. Department’s objectives and policies being aligned with the overall
mission, objectives and policies of the College of Health Sciences.
c. Department Chairperson’s performance in fulfillment of these
objectives.
(3) Department Review Criteria will be established by the Dean in
consultation with the Chairpersons’ Council.
(4) The Dean will communicate with the Chairpersons’ Council when a
review is occurring and report findings to the Chairpersons’ Council.
Section 8.
Meetings of the Faculty
(a)
The Dean shall be the presiding officer of the Faculty, but in his/her absence or
inability to preside, this function shall be exercised by his/her designee.
(b)
The Faculty shall meet at least twice during the academic year on a date the Dean
shall determine. Special meetings of the Faculty may be called at any time by the
Provost or the Dean. A special meeting of the Faculty shall also be convened
upon petition of 20 % of the Active Faculty members. The petition shall be
delivered to the Dean. This meeting shall occur no later than thirty (30) calendar
days after the petition has been received by the Dean. Written notices of regular
meetings, with an agenda including provision for new business, shall be sent to all
members at least five (5) working days before the meeting.
Section 9.
Committees of the Faculty
24
The senior management and administrative policy body of the College of Health Sciences
is the Chairs Council. Its membership consists of the Chairpersons of each of the
College’s departments and a representative of the Faculty Council. The senior
representative body of the College of Health Sciences is the Faculty Council. Its
membership is comprised of faculty members representing all departments and ranks.
The Committee on Senior Faculty Appointments and Promotions recommends all
promotions and appointments of faculty to senior ranks. It is elected by the faculty and
has representatives from all departments in the College. In addition, the Dean may
appoint special committees and task forces of the College to meet specific College needs,
such as strategic planning.
Each department in the College of Health Sciences will appoint a Department Advisory
Committee, as described by the Rush University Rules for Governance. In addition, each
department will appoint a Student Progress and Promotion Committee. The primary
purpose of this committee is to address student appeals regarding academic decisions, as
described in the College of Health Sciences Rules of Governance.
(a)
Senior Representative Body
(1) Composition: The composition of the Faculty Council will consist of
faculty representatives from each department and major divisions of the
College of Health Sciences. Departments in which there are no major
divisions will have two representatives. Departments in which there are
major divisions will have one representative from each division. Only
faculty members who hold active appointments in the College of Health
Sciences are eligible to serve.
In accordance with the Rush University Rules for Governance requirement
that all categories of rank (i.e., junior and senior) be represented on the
Council, should a faculty member have a change in rank that results in
both categories not being represented, that member will continue to serve
until the next June 30. At that time, an election will occur in that faculty
member’s department so that all categories of rank are represented on the
Council.
(2) Term of Office: Faculty Council members will serve terms that are
three (3) years in length. Members may serve more than one consecutive
term. Each department may be represented by as many as two elected
members, except in the case in which there are major divisions in the
department.
(3) Election of Membership Sec: One third of the council members will
be elected annually. A subcommittee of the Faculty Council will establish
a three-year election cycle that will determine when vacancies occur for
each department. Departments will nominate members to represent their
25
faculty on the Council. A subcommittee of the Faculty Council will
review all candidates and guarantee representation by categories of rank.
A slate will be distributed to the faculty for election, which will require
approval by a simple majority of those voting.
(4) Vacancies: When a vacancy occurs, the department to which the
member belonged shall elect another candidate to the Faculty Council and
forward the name of that representative to a subcommittee of the Faculty
Council, who will be responsible for assuring that both categories of rank
continue to be represented. The new representative will complete the
unexpired term of the vacated member’s position.
(5) Officers: Officers will be a Chair, Vice Chair and Secretary. The
positions of Vice Chair and Secretary will be elected annually by the
Faculty Council. The Vice Chair will succeed the Chair.
(6) Quorum: A quorum will be a simple majority of the Faculty Council
membership.
(7) Meetings: The Faculty Council will meet at least quarterly.
Additional meetings will be announced to the members of the Faculty
Council at least two weeks in advance. Agenda items may be submitted
by any faculty member.
(8) Minutes: Following approval of the minutes of the Faculty Council
meetings, a copy will be forwarded to the Dean of the College, the
Chairperson of the University Council, and the members of the faculty
council. Minutes will be made available to all active faculty of the
college.
(9) Responsibilities of Faculty Council:
(a) Review appointments, reappointments and promotions in the
College of Health Sciences and make recommendations to the
Dean.
(b) Review periodically, the College of Health Sciences Policies
and Procedures for the Rush University Rules for Governance of
the College of Health Sciences and make recommendations for
changes.
(c) Serve as an advisory council to the Dean regarding academic,
faculty and student matters related to the College.
(d) Elect two members from the Faculty Council, one CHS faculty
26
member at large and one student to serve on the University
Council.
(10) Recommendations: The Faculty Council will make recommendations to the
Dean of the College based on its deliberations on the issues raised during the
performance of its responsibilities as outlined in Section 9.
Section 11.
(a)
University Council
Membership
Four (4) representatives from the College of Health Sciences, three (3) faculty and
one (1) student shall serve on the University Council with election to be held
annually. The faculty members must be from three (3) different departments,
with both senior and junior levels of rank represented. At least two of the
representatives to University council must also serve on Faculty Council. The
student representative to the University Council must be chosen from the CHS
Student Council, if one exists. If a Student Council does not exist, the student
representative to the University Council shall be chosen by the Faculty Council
from students nominated by members of the Faculty Council.
ARTICLE III
STUDENT AFFAIRS
Section 1.
Students
(d) Process for Determining Academic Status and Grounds for Dismissal
Student Academic Appeal and Grievance Procedures
The College of Health Sciences student appeals and grievance procedures provide
a mechanism whereby any student may obtain a review of a complaint of unfair
treatment. The student appeals procedures shall not be used to question a rule,
procedure or policy established by an authorized faculty or administrative body.
Rather it shall be used to provide due process for those who believe that a rule,
procedure or policy has been applied in an unfair or inequitable manner, or that
there has been unfair or improper treatment by a person or persons. Students who
are appealing an academic decision that could result in a dismissal from the
university may be allowed to continue to progress in the program until the issue is
resolved. If the academic decision is upheld and the student is dismissed from the
university they will be withdrawn from their current classes. This withdrawal will
be backdated to the beginning of the quarter and the student will receive 100%
tuition reimbursement for that quarter.
27
A student wishing to appeal an academic decision should follow the process
summarized below, in the sequence indicated.
Step 1. In the academic community, the responsibility for course development,
course delivery, and the assessment of student achievement rests primarily with
each course instructor. Any student who has a complaint of inappropriate
treatment related to a course should first seek to resolve it informally with the
course instructor. If the course instructor is the department chairperson, or if the
complaint does not pertain to a specific course, the student should seek resolution
with the department chairperson at the outset.
a. A student with such a complaint must request reconsideration, in
writing, of the application of a rule, procedure, or policy or unfair or
improper treatment within five (5) working days following the incident
that forms the basis for the complaint (e.g., five days after grades are
posted).
b. The instructor will meet with the student (or speak with the student via
telephone for those students who are unable to come to the instructor’s
office if so requested by the student). The instructor will notify the
student in writing of his/her decision regarding the complaint within five
(5) working days following the meeting or discussion.
Step 2. If resolution is not achieved informally, as described in Step 1, the
student should seek resolution with the chairperson of the department in which the
course is offered within five (5) working days following notification by the
instructor of his/her decision.
a. The chairperson will meet with the student (or speak with the student
for those students unable to come to the chairperson’s office if so
requested by the student) following receipt of the student’s request for
resolution to discuss the problem or complaint.
b. The chairperson will notify the student of his/her decision in writing
following the meeting or discussion.
Step 3. If the issue was not resolved in Step 2 the student may submit a written
appeal, describing the nature of the student’s complaint and reasons for seeking
an appeal to the student progress and promotion committee of the department
within five (5) working days following notification by the department chairperson
of his/her decision.
a. The student may appear before the committee in person, make an oral
statement and answer questions from the committee. The student will not
be allowed to be present during committee deliberations.
28
b. The committee may request that the course instructor or faculty member
named in the grievance appear before the committee to make an oral
statement and answer questions. The instructor or faculty member named
in the grievance may not be present during committee deliberations.
c. Following review of information provided, the committee will notify
the student of its decision.
Step 4. If the issue was not resolved to the students satisfaction in Step 3 the
student may submit a written request seeking a hearing to the Dean within five
(5) working days of receiving the department progress and promotion committee
decision. The written request should include a description of the complaint and
the reason the student is seeking an appeal.
a. The Dean will meet with the student following receipt of the written
request from the student for a hearing.
b. Following the meeting with the student, the Dean may render a
decision, or choose to appoint a panel to investigate the grievance and
make a recommendation to the Dean.
c. Following review of the information provided and any
recommendations from the panel, should one be appointed, the Dean will
then notify the student of his/her decision. The decision of the Dean shall
be final.
Section 2.
Student Representation
(a) Student Representative Government
A student Representative Council may be organized for the students enrolled in
the College of Health Sciences. Students will be elected by the student body in
such a manner as to provide appropriate representation for all students in the
College of Health Sciences.
ARTICLE V
AMENDMENTS
College of Health Sciences Policies and Procedures for the Rush
Section 2.
University Rules for Governance
(a) Mechanism of Amending College of Health Sciences Policies and Procedures
for the Rush University Rules for Governance
29
Amendments to the College of Health Sciences Policies and Procedures for the
Rush University Rules for Governance may be initiated by the Dean, by the
Faculty Council, or by petition of at least 12 voting faculty members from two or
more departments. Any proposals for change should be submitted in writing to
the Faculty Council, including the rationale for the change. The petitioner(s) may
be asked to make an oral presentation of the proposal to the Faculty Council. The
Faculty Council may solicit additional information from the petitioner(s) or others
before approving, disapproving, or revising the proposal for change. The Faculty
Council will submit a decision in writing to the petitioner(s).
Following approval of the proposed amendment(s) by a majority vote of the
Faculty Council and subsequent to review and approval of the University Council,
the faculty of the college will vote on the proposed amendment(s) by a secret
ballot. After approval by a majority of those voting, the amendment(s) are to be
submitted for approval by the Provost, the President, and the Governing Body of
Rush University, as stipulated in the Rules for Governance.
30
Appendix A
APPLICATION FOR SCHOLARLY LEAVE OF ABSENCE
RUSH UNIVERSITY MEDICAL CENTER
Date: ________________________
NAME ____________________________ RANK _____________________________
Date of appointment to Faculty ______________________________________________
Date and duration of previous leave of absence _________________________________
PROPOSED PERIOD OF LEAVE AND SALARY RATE
Fall Quarter, 2005
Winter Quarter, 2006
Spring Quarter, 2006
Summer Quarter, 2006
SALARY (Full, ½ , etc.) ______________________________________________________________
PURPOSE OF LEAVE AND STATEMENT OF PLANS
Purpose for which Leave is Requested (Concise statement of not more than 25 words).
Statement of Plans. Use page three of this application to provide a more complete
statement of plans for the scholarly leave of absence. Limit the statement to no more
than 1000 words. The Statement of Plans should explain how the purposes identified
above are to be accomplished and how the leave of absence will contribute to meeting the
goals of the faculty member’s unit and the University. The Statement should indicate
where the leave of absence will be taken, the justification for the location, the general
plans for the leave of absence and its potential significance or usefulness as a scholarly or
creative activity or for the development of instructional material or to increase
competence in an area appropriate to the applicant’s University duties. The statement
should relate the activity during the leave of absence to other work in the faculty
member’s field. I have read and understand the policy on scholarly leaves of absence. I
agree to adhere to the policy as it is written.
Date: _______________ Signature of Applicant: ________________________________
31
STATEMENT OF DEPARTMENT CHAIR
Describe specific provisions made to cover applicant’s work during his/her leave of
absence, including instruction and supervision and any administrative responsibilities.
How will the proposed activity improve the applicant’s ability to meet the goals of the
Department and the University?
Will the leave involve additional expense to the University? If so, give amount and
attach a request to the Dean for approval, including how additional expenses will be
covered.
Yes
No Amount $_____________
This application has rank ____ in a total of ____ applications from this department,
which has ____ full-time academic staff members. I approve the above request for leave.
Department Chairperson ___________________________
STATEMENT BY THE DEAN
I approve the above request for leave and, if proposed, the additional expense to the
department. I believe that the department can function effectively if no more than ____
requests for scholarly leaves are granted.
Dean ___________________________________________
32
APPLICATION FOR SCHOLARLY LEAVE OF ABSENCE
Name: _____________________________
Date: ______________________________
Department: ________________________
Faculty Rank: _______________________
Period: ____________________________
Place: _____________________________
Brief Title: ______________________________________________________________
Limited to 1000 words
(Curriculum vitae, research summary, list of publications, or similar career documentation are not necessary)
33
Rush University
STRATEGIC PLAN
Approved April 1, 2011
Rush University
Mission and Vision
The purposes of Rush University are to educate students as practitioners, scientists and teachers
who will become leaders in advancing health care and to further the advancement of knowledge
through research. The College of Health Sciences, as an integral component of the University,
seeks to prepare superb practitioners and leaders in the allied health professions to provide the
very best care for our patients. In addition, the College seeks to make meaningful and significant
contributions in advancing health care through excellence in research, scholarship, and service.
In keeping with the Rush University practitioner-teacher model, the College integrates patient
care, research, scholarship and service into the teaching-learning process of developing future
allied health professionals and leaders.
Mission
The Mission of the College of Health Sciences is to advance the quality and availability of
health care through excellence in education, research and scholarship, service and patient
care. The College promotes the values of diversity, access and inclusion in all of its
endeavors.
Vision
The College of Health Sciences at Rush University will be a world class school of allied health
sciences whose programs are recognized as among the best in the United States.
Mission and Vision Statements approved by Chairs Council July 27, 2007
Revised Goals and Strategic Objectives approved April 1, 2011
1
Rush University
Goals and Strategic Objectives
Goal 1: Excellence in Education
As a leader in allied health professional education, the College of Health Sciences prepares
highly qualified health care professionals in the allied health disciplines represented within the
College, including health care administration. This will require that the College continue to
ensure that the programs offered are among the best in the nation. Major indicators of program
quality include exceptional graduate job placement, excellent graduate performance on board
examinations, high levels of graduate satisfaction with their program of study, high levels of
employer satisfaction with the graduates and competitive program rankings (where available). In
DGGLWLRQJUDGXDWHV¶VXFFHVVLQDFKLHYLQJOHDGHUVKLSSRVLWLRQVLQWKHKHDOWKVFLHQFHVLVDQ
important outcome. These leadership activities may include clinical leadership, professional
leadership, community service, education, research, and management. The College also seeks to
promote the values of diversity, access and inclusion in all of its endeavors.
Strategic Objectives - Excellence in Education
The following are the CHS strategic objectives related to education. These objectives will be
reviewed and revised on a regular basis based on recommendations from the College Strategic
Planning Committee and input from faculty, students, staff, administrators, clinical service
providers and other members of the Rush community.
Quality of program portfolio
The expansion of the College portfolio will demonstrate that we are meeting and influencing the
health care needs of Rush University Medical Center, the State of Illinois and the nation.
Specific objectives include:
1. Ensure that existing programs offered within the College are appropriate to meet the
needs of the community, have the resources needed to succeed, and are effective in
preparing a diverse workforce of outstanding health care professionals and leaders.
Programs will demonstrate outcomes consistent with this goal.
2. Optimize enrollment in existing programs in line with the provision of high quality
education, while improving efficiency and resource utilization, where possible.
3. Obtain approval to offer a PhD in Health Sciences to prepare future faculty, researchers
and leaders. Continue PhD program development and enroll the first cohort of students.
2
Continue to review the mix of program offerings in the college and consider the
development or expansion of programs that meet the needs of Rush, the Chicago area
and the nation (see current Program Plan).
a. New programs should not have a negative impact on existing resources.
b. Programs to consider may include research administration, expanded offerings in
the imaging sciences, health informatics, and medical dosimetry.
c. Consider developing a BS degree in health sciences as pre-professional
preparation.
d. Resources could be expanded with the continuing development of distance
learning and/or consortiums.
Quality of faculty
To ensure that our programs are the highest quality, faculty will demonstrate effectiveness in
their educational roles. Objectives related to faculty development are:
1. Continue to support the work of the Faculty Development for Teaching Committee in
providing on-going development activities for faculty.
2. Design and implement a faculty development plan for promoting teaching excellence.
3. In conjunction with the Associate Provost for Academic Affairs, explore development of
a Center for Excellence in Teaching or Teaching Academy.
4. Continue the planning and implementation of the doctoral (PhD) program in the health
sciences to prepare future faculty and scientists for allied health (see also objective 3,
quality of program portfolio).
5. Increase the diversity of the faculty to better represent the communities served by Rush.
6. Continue to assess faculty satisfaction and engagement to ensure retention maintenance
of a high quality faculty.
Quality and diversity of students
The quality of students graduating from our programs is determined, in large part, by the quality
of students entering our programs. Objectives related to ensuring the highest-quality students are
admitted into our programs include:
1. Work with the administration to reorganize the University Admissions Office procedures
to be client-centered, efficient and effective in its tasks for CHS.
2. Continue to develop the role of the college recruiter to include recruitment processes for
all CHS programs.
3. Continue to develop recruitment materials, tools, and processes including, but not limited
to the website, e-marketing, advertisements, mailings, brochures, and presentations and
evaluate their usefulness.
4. Continue to develop stipends and scholarship programs to attract and retain the best
students.
3
5. Increase the diversity of the student body to better reflect the communities served by
Rush.
Quality of curriculum
1. Develop and implement interdisciplinary courses and/or units of instruction as needed,
i.e. ethics; leadership, supervision and management; education; research and statistics;
cultural competency; disaster response; disease prevention and disease management;
patient safety; health care policy; and health care systems.
2. Continue to ensure the integration of didactic learning and clinical practice for students
through appropriate sequencing of classroom, student laboratory, and clinical
experiences. Clinical experiences should be enhanced by the use of case-based learning,
problem-based learning, simulation laboratory, and/or student practice laboratories.
3. Continue to utilize and improve the Program Review and Outcomes Assessment System
IRUPHDVXULQJPRQLWRULQJDQGLPSURYLQJSURJUDPV¶HGXFDWLRQDORXWFRPHV
4. Continue the Resource Assessment System for ensuring programs have the needed
resources to meet their educational goals.
5. Ensure further development of the educational technology and IT support available for
faculty and students. Provide adequate instruction to faculty for use of technology and
adequately maintain the educational technology once in place. Suggestions for
development include smart boards, Podcasting, adequate broadband width, faculty
computers and available software.
Action Plan
1. Perform periodic review of current program goals, objectives, outcomes and resources
utilizing the PROA results, resource assessments, IDEA scores and other data to
document and evaluate the quality and effectiveness of existing programs.
2. The Ph.D. Steering Committee will continue the planning and implementation of the PhD
program following IBHE approval.
3. Continue college-wide bench marking and strategic planning activities to develop, review
and refine proposed goals, objectives and strategies for implementation.
4. Annually meet with clinical service area representatives to review allied health workforce
needs.
5. Continue to review program applicant pools, enrollment, graduation rates and graduate
performance on key outcome measures (placement, board examinations, employer
satisfaction, and graduate satisfaction).
6. Continue to review, evaluate and revise departmental budgets, enrollment targets and
tuition rates to ensure the financial resources needed are in place to support program
quality.
7. Establish a college baseline for diversity of the student body.
4
8. Investigate centralization at the University level for keeping records of preadmissions
requirements such as criminal background checks and compliance with required
immunity records.
9. Resolve issues concerning Blackboard, RU Learning, RU Connected (Datatel) and
student e-mail.
10. Continue to develop stipends and scholarships, expand current offerings, and develop and
additional sources of support such as a tuition forgiveness plan for graduates who go to
work at Rush.
11. Document that community advisory committees are in place for each program and that
they are being used to ensure that programs are meeting community needs and producing
outstanding graduates.
12. Leadership Council will document and review proposals and recommendations for
program expansion, revision or refocusing of resources.
13. Re-appoint the college Faculty Development for Teaching Committee on an annual basis
and charge the committee with professional development activities in the college related
to teaching excellence.
14. Re-appoint the college Interdisciplinary Education Committee on an annual basis and
charge the committee with further developing interdisciplinary education within the
college.
15. Continue to develop the promotion and tenure and annual faculty evaluation procedures
to recognize and reward excellence in teaching and the scholarship of teaching.
16. Develop tasks force committees to review and address problems with University
$GPLVVLRQV)LQDQFLDO$LGWKH5HJLVWUDU¶V2IILFHDQGRWKHUVWXGHQWVHUYLFHDUHDV
17. Develop and implement a college-wide award for Teaching Excellence.
18. Continue to survey faculty regarding satisfaction and engagement.
19. Advocate for the development of a university-wide space and facilities plan.
5
Goal 2: Excellence in Research and Scholarship
There is a need to further develop research activities within the College. Outcomes research and
collaborative and interdisciplinary research should be expanded. In addition, research is needed
in the areas of health promotion and wellness, disease prevention and management of chronic
disease. There is also a need for research related to allied health work force issues and allied
health training and education. In many cases, collaboration with other colleges and professionals
is ideal for allied health research.
Major impediments to success in the research endeavor include insufficient faculty time due to
heavy teaching and clinical loads, a need for faculty development, and insufficient numbers of
existing faculty with research expertise. A research infrastructure within the College is needed
to assist faculty in the development of research proposals, study design and management, data
analysis and statistics, identification of funding sources, grant writing, and manuscript
preparation. Access to laboratory facilities, space and equipment, limited funding availability,
and a lack of startup funds and seed money are also substantial impediments to research within
the College. There is also a need for more collaboration (interdisciplinary research) both within
the College and with medicine, nursing, and the graduate college.
Faculty participation in scholarly activities related to their disciplines is a hall mark of
outstanding schools of allied health. Activities that will be encouraged at Rush include the
discovery of new knowledge and the dissemination of existing knowledge through invited
lectures, invited courses, presentations, publications (papers, book chapters, and textbooks),
service as an editor or on an editorial board for scholarly publications, grant submissions,
consultations, and software and product development.
Strategic Objectives - Research and Scholarship Excellence
7KHIROORZLQJDUHWKH&ROOHJH¶VVWUDWHJLFJRDOVDQGREMHFWLYHVUHODWHGWRUHVHDUFKDQG
scholarship. These objectives will continue to be reviewed and revised based on
recommendations from the College Research Development Committee, Associate Dean for
Research and Chairs Council.
1. Develop additional research support infrastructure within the College, managed through
WKH'HDQ¶VRIILFHWRH[Sand and support fundable or publishable research activities.
Objectives
a. Establish a research office in CHS to help with the preparation of grants and
budgets and to
i. Continue to disseminate information to faculty about available RFPs
ii. Formalize the process to support external and internal review of grant
proposals and manuscripts and make the availability of this resource
known.
iii. Develop the resources/mechanism to support consultation about research
design and data analyses
6
b. Continue to award seed funds to CHS faculty on a competitive basis to support
pilot or preliminary research which may lead to extramural funding.
2. Expand the faculty development program for research in allied health, under the
supervision of the Faculty Research Development Committee (FRDC), in liaison with the
'HDQ¶VRIILFH
Objectives
a. Expand the relationship with the Rush University (College of Medicine) Research
Mentoring Program by continuing to enter young investigators from the College
of Health Sciences in the University Program and foster outcomes research
resources by nominating additional College of Health Science mentors.
b. Increase the responsibility of the FRDC to work with the Associate Dean for
Research to
i. Work with departments to develop guidelines for research expectations in
relation to faculty teaching loads, compensation, and clinic or other
outside assignments and define guidelines for protected research and other
scholarly time
ii. Help departments develop research goals
iii. Improve the dialogue with Philanthropy to assist in Foundation funding
iv. Develop a short course on clinical and outcomes research
c. &RQWLQXHWRFRQGXFWUHJXODU³OXQFKDQGOHDUQ´UHVHDUFh activities within the
College.
3. Seek development and/or other funds to establish a Center of Excellence for Allied
Health Research within the College with a focus on outcomes and comparative ±
effectiveness research.
Objectives
a. Establish a task force to develop the purpose, structure, and funding for the center
and an implementation plan. A focus on allied health outcomes research and
evidence-based practice should be a priority.
b. Other center activities may include research related to health promotion, wellness
and disease prevention (smoking and tobacco abuse, drug and alcohol abuse,
obesity and nutrition, fitness, healthy lifestyle, accident avoidance, stress, anxiety,
depression, grief); workforce research (human resources/healthcare delivery);
chronic disease management (heart disease, cancer, stroke, asthma, COPD,
diabetes, other); and educational research (teaching, learning, methods,
evaluation).
7
Action Plan
1. Implement a research office within the College to be led by the associate dean for
research. This office would be charged with faculty research development, providing
assistance with developing ideas, finding potential funding, and collaboration across
departments and colleges, grant writing assistance, assistance with research design and
statistics, study management and publication assistance, and pre-and post-award financial
management.
2. Continue to award funds for seed grants with the Faculty Research Development
Committee as the Internal Grant Review Committee for administering these funds.
3. Establish a subcommittee of the College Strategic Planning Committee to develop a
strategic research plan for the College. This plan should include identifying areas of
potential growth or concentration and opportunities for comparative-effectiveness and
outcomes research, interdisciplinary and collaborative research and research to improve
patient care.
4. Evaluate current research activities within the College and available support
infrastructure, including laboratories and equipment (implemented by the Faculty
Development for Research Committee).
5. Continue the regular Research Collaborative Group meetings to provide a forum for
discussion, mentoring and faculty assistance (e.g., CHS Research Forum).
6. Ensure College participation in university efforts to be included in a clinical translational
science research center (CTSC).
7. Appoint a task force to seek development funding for a Center of Excellence for
Research in Allied Health with a focus on outcomes research.
8. Encourage implementation of a student research project requirement for all graduate
programs and integration of student research into the overall college goals for research
9. Ensure that promotion and tenure and annual faculty evaluation procedures recognize and
reward excellence in research and scholarship by continuing to report metrics for research
and scholarly activity productivity.
10. Develop expectations that that all departments participate each year in the Rush research
forum.
11. Expect each department each year to have at least one research goal.
12. Develop and implement a college-wide award for excellence in research and scholarship.
13. College goals and metrics for research will be set annually and objectives will be
reviewed on continuing basis.
8
Goal 3: Excellence in Service
One attribute of outstanding allied health schools is the ability to make important contributions in
the area of service. Professional service may include participation at the state, national and
international levels in activities to advance the effectiveness of the allied health professions.
Faculty professional service activities to be encouraged may include service as reviewers or
editorial board members for professional journals; participation in professional association and
society committees (members, committee chairs), boards (members, officers); and participation
on community and governmental advisory panels. Community service and outreach activities
may include volunteer activities (health fairs, talks, presentations, clinical outreach) and service
on community boards and service committees and other community education and service
activities.
Professional continuing education is also provided by many allied health schools. Current
practitioners must keep up with advances in their disciplines, and allied health faculty are
uniquely well prepared to assist in providing courses and programs to meet this need.
Continuing education is also required for licensure in most allied health fields. Last, continuing
education can be a source of income for allied health schools to help support other activities,
such as faculty professional development.
Our Excellence in Service Goals will be measured in the following ways:
1. Students participating in service activities during their tenure (activity, number of
students, percentage of students).
2. Student satisfaction with appreciation for community service on exit survey.
3. Faculty participating in volunteer community service, and hours of participation (activity,
number of faculty, percentage of faculty).
4. Faculty who provide professional/leadership service to journals, professional
associations, and boards (activity, number of faculty, percentage of faculty).
5. Provision of continuing education to local, national, and international audiences (event
listing, audience, number of attendees, hours/credits, number of events).
Strategic Objectives - Service Excellence
The following are tKH&ROOHJH¶VVWUDWHJLFREMHFWLYHVUHODWHGWRVHUYLFH7KHVHREMHFWLYHVZLOO
continue to be revised and refined based on recommendations from the College Strategic
Planning Committee.
1. Promote faculty participation in state, regional, national and international professional
service activities such as professional associations, editorial boards, examination boards,
and specialized educational accreditation agencies as members, committee appointees,
committee chairs, officers and leaders.
9
2. Promote faculty and student participation in community service activities as volunteers
and leaders.
3. Develop an active continuing education division for both live programs and internetbased programs for providing high quality professional continuing education.
Action Plan
1. The college will develop and implement a professional and community service
requirement for all CHS students as a part of their academic programs.
2. The CHS Student Government Association (SGA) will be encouraged to further develop
service opportunities for CHS students.
3. The dean will convene a committee to evaluate the potential of a centralized continuing
education division in the College.
4. COSFAP, the dean and the chairs will ensure that promotion and tenure and annual
faculty evaluation procedures recognize and reward excellence in service.
5. 'HDQ¶VRIILFHVWDIIZLOOPRGLI\WKH352$WREHWWHUFDSWXUHIDFXOW\DQGVWXGHQW
community service participation and hours with a structure that can be translated into the
community benefit data collection.
6. The Dean will designate an individual to ensure that CHS service activities are optimally
aligned with Rush University service goals.
10
Goal 4: Excellence in Patient Care
Rush University integrates patient care, education and research through the practitionerteacher model. Clinical education of students, faculty practice, and clinical services all
contribute to providing high quality patient care. In addition to supervising clinical training
and clinical experiences for College of Health Sciences students, many College faculty have
clinical or administrative responsibilities within Rush University Medical Center.
Strategic Objectives ± Excellence in Patient Care
The following are strategic objectives related to excellence in patient care. These objectives
will continue to be reviewed and revised based on recommendations from the College
Strategic Planning Committee.
Strategic Objectives
1.
Define the practitioner-teacher model as it is practiced in CHS.
2.
Ensure WKDWWKHSURIHVVLRQV¶VWDQGDUGVRIH[FHOOHQFHLQSDWLHQWFDUH are practiced by
CHS faculty and students.
3.
Establish infrastructure to conduct patient care related research such as clinical
outcomes, clinical resource allocation, and clinical application of translational
sciences (see also Goal 2, Research).
4.
Ensure the integration of clinical practice and teaching through case-based, problembased, and evidence-based learning and the use of simulation laboratories and/or
standardized patients.
5.
Continue to support excellence in operations and patient care at Rush.
Action Plan
1. Establish a College task force to define CHS faculty roles in the practitioner-teacher
model and to address how the model results in excellence in patient care. Complete by
January 1, 2012
2. Establish a College task force to define the infrastructure described in Strategic Objective
4 and to develop its own action plan. Initiate the task force by July 1, 2011.
3. Each program, by Fall of 2012, will have at least one course that incorporates case-based,
problem based, or simulation teaching methods, as reflected in the course syllabus. By
Fall of 2013, each program will have 4 or more such courses.
4. The college will offer workshops and/or lunch and learn sessions to assist faculty in using
case-based, problem-based and simulation-based teaching methods.
5. The college will continue to promote excellence in operations and patient care through
research, education, faculty practice and leadership.
11
COSFAP Policies and Procedures
as included in:
For the
Of the
for the
Of
RUSH UNIVERSITY
Notation: Each Article, Section, and Paragraph number used in this Policies and
Procedures of the College of Health Sciences refers to a specific Article Section and
Paragraph in the “University Rules for Governance” as approved by the Board of
Trustees June 11, 1997
Date of Approval Goes Here
“These College of Health Sciences Policies and Procedures are in conformance with
Rush University Rules for Governance and provide specifics related to the College of
Health Sciences for some Articles and Sections in the Rush University Rules for
Governance. A complete understanding of the College of Health Sciences Policies and
Procedures for the Rush University Rules for Governance requires reading the relevant
Articles and Sections in the Rush University Rules for Governance.”
.
Approved by the Faculty of the College of Health Sciences: March 18, 2008 Approved
by the Rush University Council:
Approved by the Board of Overseers:
Section 4. Academic Functions of a Faculty
(a) Requirements for Appointments and Promotions to senior faculty ranks
Part I: The Committee on Senior Faculty Appointments and Promotions and Its
Deliberations
I. The Committee on Senior Faculty Appointments and Promotions (COSFAP)
A. The Committee on Senior Faculty Appointments and Promotions (COSFAP), a
standing Committee of the College of Health Sciences, is charged with:
1. Reviewing recommendations for primary or conjoint appointment or promotion to a
senior academic rank (Professor, or Associate Professor) and
2. Reviewing other appointments or promotions upon request by the Dean or the Faculty
Council.
B. The Committee will make its recommendations to the Dean and the Faculty Council.
The Committee shall develop policies and procedures that it will use in reviewing
candidates for appointment or promotion and shall present such policies
and procedures to the Chairpersons’ Council and Faculty Council for
approval, rejection and/or suggested modification. Any changes in the
policies and procedures shall also be presented to the Chairpersons’
Council and Faculty Council for approval prior to their implementation.
Criteria for appointment or promotion to the rank of instructor or above
will include demonstration of excellence in teaching. Criteria for
appointment or promotion to the ranks of assistant professor, associate
professor and professor will include the following:
1. Assistant professors must demonstrate the potential to become national or international
leaders in their field.
2. Associate professors must demonstrate that they are emerging national or international
leaders in their field.
3. Professors must demonstrate that they are established national or international leaders
in their field.
II. COSFAP Membership
A. Criteria of Membership
1. The Committee shall consist of nine members, with each department of the College of
Health Sciences having one representative from its faculty on the
Committee.
2. The majority of the members of the Committee shall have their primary faculty
appointments in the College of Health Sciences.
3. Departmental representatives will be faculty who hold the rank of associate professor
or professor. In the event that a department has no faculty holding
a primary appointment at the rank of associate professor or above
the department may elect to have a representative who holds the
rank of assistant professor, or to choose a representative at the rank
of associate professor or above who holds a primary appointment
in another department or college, so that no one department would
be represented only or primarily by junior faculty.
B. Preparation of Slate and Election of Members
1. Except as described in II. A. 3 above, faculty members of each department shall
nominate at least one faculty member, but no more than two
faculty members who hold the rank of professor or associate
professor.
2. These names shall be submitted to the Faculty Council, who shall approve the
nominees for each department, assuring that the criteria
outlined in "A" above are fulfilled.
3. The slate shall be presented to the active faculty for election by written ballot, either at
a faculty meeting or by e-mail ballot. The slate must be accepted or
rejected by the faculty as a whole. If rejected, the process will
begin anew and continued until the faculty has approved the
membership of the Committee.
4. Elections shall be held by May 1st of each year.
C. Terms of Office
1. Terms of office on the Committee shall be for three years. Under ordinary
circumstances a member may be re-elected to the Committee for
one succeeding term. A special circumstance may occur, for
example, when a department only has one faculty member at the
senior rank.
. 2. The term of office will officially begin on July 1st and end on June 30th.
3. Rotation
The following departments will nominate representatives by April 1st in odd numbered
years:
a) Clinical Nutrition,
b) Communication Disorders and Sciences
c) Health Systems Management
d) Perfusion Technology
The remaining departments will nominate representatives by April 1st in even numbered
years:
a) Occupational Therapy,
b) Medical Physics,
c) Clinical Laboratory Science
d) Religion, Health and Human Values
e) Vascular Ultrasound
4. The Chairperson of the Committee will orient every new member to policies and
procedures prior to the beginning of their term.
D. Ex-officio Members or Pro-tem Advisors
With the consent of the Committee, ex-officio members or advisors to the Committee
may be consulted or invited to the meeting. They cannot cast a vote.
E. Resignations
1. Requests for resignation from COSFAP must be addressed in writing to the
Chairperson, who will in turn notify the Dean and the Faculty
Council.
2. When a representative from a department resigns from the Committee, the department
will elect a person to fill the unexpired term.
III. COSFAP Organization
The officers of the Committee shall be the Chairperson, the Vice-Chairperson and
the Secretary. By April 15th of each year, the Committee will elect
st
the officers for the term of office to begin the 1 of July.
B. Members of the Committee will become eligible to serve as an officer after one
year of service on the Committee.
C. The term of office for the Chairperson, Vice-chairperson and Secretary will be for one
year to begin July 1st. Officers may be re-elected for additional one-year
terms, provided that they are re-nominated to the committee by their
departments
D. Chairperson responsibilities:
1. Determine the agenda for meetings.
2. Complete preliminary review of dossier to determine that all
required elements have been provided. Communicate with
department chairperson and/or candidate as necessary.
3. Call special meetings as required.
4. Keep the Dean informed of all Committee meetings.
5. Prepare the final report concerning decisions of final actions (FORM 601) to be kept in
COSFAP files and sent to the Dean.
6. Maintain all COSFAP files and transfers them to the new Chairperson in their
transition year.
E. The Vice Chairperson will serve as Chairperson of the Committee in the absence of
the Committee Chairperson.
F. The Secretary of the Committee will perform the following functions:
1. Record and distribute the minutes of all Committee meetings
2. Maintain confidentiality in the performance of all functions.
3. Copy and distribute information to COSFAP members and the Dean as
needed.
4. Distribute schedule of COSFAP meetings for the year,
5. Maintain and distribute to the candidate and/or the department chair upon their request,
the full complement of forms (as outlined in FORM 100, the
checklist).
6. Maintain complete Committee files/records.
7. Copy and hand deliver dossiers to Committee members two weeks before the next
scheduled meeting.
IV. COSFAP Meetings
A. Calling of Meetings
1. The Committee will convene in July each year to review policies and guidelines and to
establish a schedule of meetings for the coming year.
2. At the beginning of each academic year, the Committee will announce the meetings for
the entire year. The secretary will prepare a memo for distribution
to the faculty of CHS. This memo
will include the schedule of meetings and inform CHS faculty members about the process
of senior faculty appointment/promotion.
3. If no applications require the Committee's consideration, the Chairperson may cancel a
meeting.
4. Under exceptional circumstances, the Chairperson or a majority of the Committee
membership may request a special meeting.
B. Attendance
1. Committee members are required to notify the Chairperson in advance of a meeting if
unable to attend.
2. Repeated absence from scheduled meetings shall be cause for the Chairperson to
initiate appropriate communication with that member. A request
for resignation from Committee membership may result.
3. The minutes of meetings will constitute a record of attendance that shall be made
available to the Faculty Council upon request.
C. Rules of Order
The meeting will be conducted according to Robert's Rules of Order by the Officers of
the Committee in their sequence.
D. Quorum
A quorum shall consist of more than half of the voting members of the Committee.
E. Consideration of Applications
1. Applications will be considered at the scheduled meetings. In order for materials to be
considered, the complete dossier must be received by the
chairperson three weeks prior to that scheduled meeting.
2. Ex-officio members and specially appointed pro-tem advisors may be permitted to
participate in the deliberations by invitation of the Committee.
3. A member of the Committee who is not a member of the applicant's department will
prepare a formal review of the dossier, using FORM 600.
4. All Committee members are required to be thoroughly familiar with all circulated
documents, and are encouraged to seek additional information
from the designated reviewer.
5. Committee members who are unable to attend may submit opinions in writing.
6. Committee members may write letters of recommendation for nominees.
7. If persons who hold conjoint appointments are recommended for promotion in both
departments, these applications will be considered separately
regardless of the time of submission.
F. Action on Applications
1. A simple majority of a quorum is required for passage of any vote.
2. If there is no quorum, the Committee may receive and discuss information pertaining
to an applicant, but may not make any formal decisions or
recommendations.
A concise summary (FORM 600 and 601) of the Committee decisions on each applicant
will be made on the basis of the College criteria for Senior Faculty
Appointment and Promotion showing how the guidelines were
satisfied or not. A copy will be made for the Dean's office and one
copy will be kept in the Secretary's files. The summary will be
attached to the dossier that the Faculty Council receives.
V. COSFAP Minutes/Files
A. The Secretary shall record and distribute minutes of the meetings to the
Committee members and the Dean within one week following a meeting
(Form 601).
B. The minutes will include the following:
1. Name of Committee
2. Date of Meeting
3. Attendance
a. Members present
b. Members excused or absent
4. Business
a. The names of persons whose applications were recommended
for approval or nonapproval (without breakdown of the
vote) as well as candidates with an incomplete application.
b. Summaries of Committee action (FORM 601). All members who were present for the
vote on an application will sign FORM 601.
5. Signature of secretary
6. Date of submission of minutes
C. The COSFAP files will consist of minutes, correspondence, and summary information
on applications, including FORM 100, 600, and 601 with the candidates’
CV.
VI. COSFAP Recommendations
A. The Committee will forward approved recommendations to the Dean for his or her
consideration. If the Dean agrees with the recommendation of the
Committee, he or she will transmit that recommendation to the Faculty
Council for their approval.
B. In the event that the faculty appointment or promotion is rejected by the Committee,
the Committee will transmit that recommendation to the Dean. If the Dean
agrees with the Committee Recommendation, the Dean will inform the
candidate's department Chairperson in writing regarding the Committee's
decision. A photocopy of the checklist (FORM 100) will accompany the
Dean's letter. The person receiving the Dean's letter (at the Dept.
Chairperson's office) will initial and date the photocopy of the
checklist, which will then be returned to the Dean's office and attached to the dossier. The
Dean may also inform the Chairperson orally.
C. The Dean may forward his or her recommendation for appointment or promotion to
the Faculty Council for their approval, at his/her discretion.
D. All Committee members are required to hold in confidence any discussion and the
vote concerning an application.
VII. Appeals of Not Recommended Applications
A. The Department Chairperson may within sixty days of receipt of the letter from the
Dean appeal the decision of COSFAP to the Appeals Committee of the
Faculty Council to determine that COSFAP procedures were followed
according to the College of Health Sciences Policies and Procedures.
B. Applications resubmitted to COSFAP after sixty days will be reviewed as a new
application.
VIII. Faculty Council Recommendations
A. The Faculty Council will vote to accept or reject the Dean’s recommendation to
promote or appoint a faculty member at the requested senior rank.
B. The Faculty Council shall inform the COSFAP Chairperson and Dean regarding their
decision on the candidate.
C. The Dean will send a letter to the Candidate informing him/her of his/her appointment
or promotion to the requested senior rank.
Part II: COSFAP Requirements for Appointments and Promotions
I. All appointments to, and promotions within, the College of Health Sciences, shall be
based on the Guidelines established by the College of Health Sciences.
II. The Committee will recognize the variability that exists within the departments of the
College of Health Sciences and will measure excellence according to the criteria
stated in the Guidelines.
III. The Guidelines for Faculty Appointments and Promotions of the College of Health
Sciences shall apply to conjoint appointments in this College. Academic rank in a
conjoint department will generally, but not necessarily, correspond to the person's
rank in his/her primary department.
PART III: THE COMPILATION OF THE DOSSIER
(Completeness of dossier may be verified against Form 600, which is used by the
primary reviewer on the COSFAP committee for candidate evaluation.)
I. The candidate will submit a letter to his/her Department Chairperson requesting a
promotion/appointment, the reasons why he/she feels such a
promotion/appointment is justified, and what services he/she expects to provide to
the college.
II. With this letter, the candidate will include his/her current CV.
III. A minimum of three of the most recent and significant publications or evidence of
other major scholarly endeavors must also be submitted by the candidate.
The Department Chairperson will solicit letters of evaluation.
A. A minimum of three letters of evaluation is required. Additional letters may also be
used to support the candidate's application.
B. Letters of evaluation are those from individuals outside the institution.
1. A minimum of one letter should be from an individual holding senior faculty rank.
2. At least one letter of evaluation should be from an individual who has not worked
directly or published with the candidate.
V. The names and titles/degrees of all individuals providing letters of evaluation for the
candidate, their expertise and the nature of the association with the candidate must
be provided by the Department Chairperson
VI. The Department Chairperson will provide a letter of recommendation, which in turn
will include the following:
A. Exact title for which the candidate is recommended.
B. The letter should address the following criteria and provide evidence of excellence
where possible:
1. Academic/Professional Credentials (degrees, certification, licensure)
2. Teaching (supporting information such as experience, course directorship/faculty
preceptorship, teaching awards, evaluations by students/peers,
counseling/advising, invited lectureships, etc.).
3. Scholarship (Identification of publications, especially those in refereed journals;
audiovisual materials and computer programs; principal or coinvestigator for grant or project with scholarly outcomes; journal
reviewing or editorial service; presentation/leadership at
professional/scientific conferences, etc.).
4. Operational activities (Recognized excellence in direct and indirect patient care).
5. Professional/institution/community service: Evidence of membership in professional
societies, department/college/university committee or task force
membership; active participation in community activities.
C. A summary statement indicating the candidate's past service and anticipated
contributions to the Department, College, and University.
D. The Department Chairperson must define the percentage of time devoted to each
criteria/function by the candidate.
The College of Health Sciences Curriculum Committee will convene as needed
to review and approve the following:
1. All new course additions to a program curriculum
2. All changes in courses in a program curriculum
3. All deletions of courses in a program curriculum
Representatives from each department appointed by their department chairman
will serve on the committee. The usual length of tenure is three academic years.
Terms of appointment for committee members will be staggered with one third of
the membership changing each year. For the purposes of the committee, the
year begins on September 1.
Course descriptions and assigned credit hours must be reviewed by the College
of Health Sciences Curriculum Committee before publication in the University
Catalog. After review by the Committee and any suggested revisions are made,
all course additions, changes or deletions will be forwarded to the Dean for
approval.
New course additions and course changes should be submitted to the Curriculum
Committee by May 1 for Fall quarter courses, September 1 for Winter quarter
courses, December 1 for Spring quarter courses and March 1 for Summer
quarter courses. The Committee will meet on a need only basis.
Please use attached forms and submit course syllabi where requested.
Subsequent to Committee review, all forms will be forwarded to the Dean for final
approval.
RUSH UNIVERSITY MEDICAL CENTER
PROGRAM PLAN
MAY 16, 2008
TABLE OF CONTENTS
Introduction.............................................................................................................................................. 1
Strategic Plan ........................................................................................................................................... 1
CHS Mission ............................................................................................................................................ 3
CHS Vision .............................................................................................................................................. 3
Goal 1: Excellence in Education.................................................................................................. 3
Goal 2: Excellence in Research .................................................................................................. 4
Goal 3: Excellence in Service ..................................................................................................... 4
Goal 4: Excellence in Patient Care ............................................................................................ 4
Program Plan............................................................................................................................................ 5
Excellence. ................................................................................................................................... 5
Alignment. .................................................................................................................................... 5
Rush Workforce Needs. ................................................................................................................ 6
Enrollment Potential .................................................................................................................... 7
Resources Available ..................................................................................................................... 7
Program Mix ............................................................................................................................................ 7
Existing Programs .................................................................................................................................... 7
New Programs.......................................................................................................................................... 9
Respiratory Care.......................................................................................................................... 9
Imaging Sciences........................................................................................................................ 11
Physician Assistant Studies........................................................................................................ 12
Other New Programs Under Consideration .............................................................................. 13
Program Organization ............................................................................................................................ 14
Time Line for New Programs and Departmental Reorganization ......................................................... 15
Funding .................................................................................................................................................. 18
Summary and Conclusions..................................................................................................................... 18
Table 1. College of Health Sciences Departments and Programs........................................................ 20
Table 2. Ten Most Important Strengths of the College of Health Sciences......................................... 21
Table 3. Ten Most Important Weaknesses in the College of Health Sciences .................................... 22
Table 4. Ten Most Important Opportunities in the College of Health Sciences .................................. 23
Table 5. The Most Important Threats .................................................................................................. 24
Table 6. Meetings with Key Rush Stakeholders .................................................................................. 25
Table 7. CHS Criteria for Programs and Departments ........................................................................ 26
Table 8. Guidelines for Appointment and Evaluation of CHS Chairs with Joint Operations
Responsibilities ...................................................................................................................................... 27
Table 9. Allied Health Groups in the U.S. ........................................................................................... 29
Table 10. Rush Allied Health Areas and Number of Incumbents, Fall 2007 ........................................ 30
Table 11. Proposed College of Health Sciences Organization .............................................................. 31
Figure 1. Organizational Chart for the College of Health Sciences....................................................... 32
Figure 2. Suggested Organization for CHS departments in Cases Where the Chairperson is
Responsible for One or More Clinical Services..................................................................................... 33
Appendix A: College of Health Sciences Strategic Plan ...................................................................... 34
Program Plan
May 16, 2008
Introduction
The College of Health Sciences completed a strategic planning exercise in the summer of
2007. This process resulted in new mission and vision statements and development of
strategic goals, objectives and an action plan (Appendix A). The strategic plan identified
the need to evaluate the college’s existing programs and consider the addition of several
new programs. The next step in planning was to determine what specific programs the
college should offer, how those programs should be organized, and how they are to be
funded.
In order to formulate a program plan for the College of Health Sciences, it is helpful to
review the historical development of the college. The College of Health Sciences at Rush
University traces its beginnings to the School of Medical Technology sponsored by
Presbyterian-St. Luke's Hospital from 1959 to 1972. The School became part of Rush’s
College of Nursing and Allied Health Sciences in 1973, which included medical
technology, dietetics (now clinical nutrition), and religion and health (now religion, health
and human values). In 1975, the College of Health Sciences separated from the College of
Nursing and, along with what was then the Graduate School, became an independent
college. In 1978, the college began an Occupational Therapy Program, followed by the
Health Systems Management Program in 1979. The Department of Communication
Disorders and Sciences was established in 1980. Since that time, the college has added the
departments of Medical Physics, Perfusion Technology, and Vascular Ultrasound. The
current organizational structure of the college is described in Figure 1.
The college currently offers a professional doctoral program in audiology, nine programs
at the master's level, and bachelor's programs in clinical laboratory sciences, perfusion
technology and vascular ultrasound. Since the College of Health Sciences was founded,
1,888 baccalaureate, master's and doctoral degrees have been awarded. As of fall of 2007,
the college had 65 core faculty paid by the college (37.39 FTEs), 197 other faculty (dual
appointed faculty, adjunct faculty and others), and 18 staff personnel (9.32 FTEs).
In 2007 the college hired a new dean, a new associate dean for research and a new director
of academic and student affairs. It is anticipated that a new associate dean for academic
affairs and graduate studies will be appointed in 2008. Currently, the nine academic
departments in the college offer programs in 11 different professional areas (Table 1.)
Strategic Plan
The College of Health Sciences initiated a strategic planning process in May of 2007. A
Strategic Planning Committee (n=12) was assembled consisting of the chairpersons of the
academic departments, chair of the college faculty council and two student representatives.
The initial committee activity was to complete an environmental assessment or “scan” to
identify the college’s strengths, weaknesses, opportunities, and threats (SWOT). A
1
modified nominal group technique was used for structured brain storming. Following the
generation of the SWOT, items were then rated using the following scale: 5 = very
important; 4 = important; 3 = neither important or unimportant; 2 = unimportant; or 1 =
very unimportant.
The environmental assessment was completed in June of 2008 and presented to the Rush
University Medical Center CEO Council June 25, 2007. The environmental assessment
identified 22 strengths of the college. The 10 most important ten strengths are listed in
Table 2. These strengths include the quality of the educational programs offered, the
integration of teaching and practice using the practitioner-teacher model, quality of the
faculty, proximity and close relationship with the medical center and diversity of the
clinical experiences provided.
Forty-four weaknesses were identified. The ten most important weaknesses are listed in
Table 3. These can be summarized as weaknesses in technology (including educational
technology), infrastructure, resources and support. Problems with space, facilities, support
services (admissions, registration, and student services) and the perception that the college
was not well positioned and recognized within the medical center were identified.
Forty-seven opportunities were identified. The most important opportunities (Table 4) can
be summarized as the potential to develop new professional programs and new tracks
within existing programs, a doctoral (PhD) program to prepare future faculty and
researchers, funding for scholarships and stipends, Web-based and distance education,
increased marketing, development of philanthropy, and faculty development. With respect
to research, the college has the opportunity to increase research productivity in a number of
different areas including discipline specific research, collaborative research and outcomes
research. The opportunity to develop a new center for health sciences research was also
identified with a focus on outcomes research and evidence-based practice.
Twenty-five threats were identified (Table 5). These threats may be summarized as
competition for students and resources, funding, the high cost of doing business at Rush
(space and overhead charges), limited space for growth, lack of educational technology
compared to our competitors and high faculty teaching and clinical workloads which
reduce research capacity.
Upon completion of the environmental scan in June of 2007, the strategic planning
committee began work on new mission and vision statements for the college. It was felt
that the college mission and vision should be well aligned with the mission and vision for
Rush University Medical Center (RUMC):
RUMC Mission
The mission of Rush University Medical Center is to provide the very best care for our
patients. Our education and research endeavors, community service programs and
relationships with other hospitals are dedicated to enhancing excellence in patient care for
the diverse communities of the Chicago area, now and in the future.
2
RUMC Vision
RUMC will be recognized as the medical center of choice in the Chicago area and among
the very best clinical centers in the United States.
It was recognized that the RUMC mission of providing the very best care for our patients
has four components: patient care, education, research and service. A core mission of the
College of Health Sciences is to prepare superb practitioners and leaders in the allied
health professions. In addition, the college seeks to make meaningful and significant
contributions towards advancing health care through excellence in research and
scholarship, service and practice. The practitioner-teacher model is highly valued within
the college and the continued integration of practice, research, scholarship and service into
the teaching-learning process of developing future allied health professionals and leaders
was felt to be essential.
After much discussion, the committee agreed on the following new mission and vision
statements for the College of Health Sciences:
CHS Mission
The mission of the College of Health Sciences is to advance the quality and availability of
health care through excellence in education, research and scholarship, service and patient
care. The College promotes the values of diversity, access and inclusion in all of its
endeavors.
CHS Vision
The College of Health Sciences at Rush University will be a world class school of allied
health sciences whose programs are recognized as among the best in the United States.
The new mission and vision statements were approved by Chairperson’s Council on July
27, 2007. It was subsequently incorporated in the revised College of Health Sciences
Polices and Procedures for the Rush University Rules for Governance and approved by the
college faculty on March 18, 2008.
The Strategic Planning Committee next began work on a detailed strategic plan for the
college. The development of the plan began on June 15, of 2007 and was completed and
approved by the Chairperson’s Council in August 3, 2007 and distributed to faculty for
review and comment. The plan consists of four strategic goals, one for each of the core
components of the medical center mission. For each strategic goal, a set of objectives and
an action plan were developed. A copy of the completed College of Health Sciences
Strategic Plan may be found in Appendix A. A brief summary of the plan’s strategic goals
and objectives follows.
Goal 1: Excellence in Education.
Objectives were developed to ensure the quality of the educational programs, faculty,
students (to include diversity of the student body), curriculum and educational outcomes. It
was felt that expansion of the programs offered by the college would support excellence in
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teaching by expanding the quality and size of the resource base, as well as supporting the
goal of Rush workforce development. This would require a review of existing programs to
ensure quality and fit, and an increase in enrollment to enhance the revenue base for the
college. Areas targeted for development included the addition of several professional
programs, consideration of a PhD program to prepare future faculty and researchers,
expansion of Web-based and distance education, consideration of the addition of an
undergraduate pre-professional program in health sciences, further faculty development for
teaching and an increase in interdisciplinary education. In order to increase enrollment, a
marketing and student recruitment task force was convened. An assessment committee
was convened and a Program Review and Outcomes Assessment (PROA) system was
developed and implemented in the fall of 2007 to monitor performance in terms of
educational outcomes, research productivity and service activities.
Goal 2: Excellence in Research
Objectives and an action plan were developed to increase research productivity within the
college and the PROA system implemented to begin to track abstracts and papers, grant
submissions and grants funded. It was felt that the college should build on the need for
outcomes research and evidence-based practice in the health sciences, as well as the need
for more interdisciplinary and collaborative research. The need for an associate dean for
research and additional research support/infrastructure within the college was identified
and an associate dean for research was hired in August of 2007.
Faculty development was also targeted to include an expansion of presentations and lunch
and learn sessions. The needs for a short course for faculty research development and a
mentoring program were identified. The need for a Center for Health Sciences Research
with a focus on outcomes research and evidence-based care and promotion of collaborative
and interdisciplinary research was also highlighted. Specific areas for collaboration were
identified which might include health promotion, wellness and disease prevention, chronic
disease management, workforce research, and educational research.
The strategic plan of the college includes specific objectives and an action plan for service.
The college seeks a leadership position in allied health and health care administration
education. That will require continuing faculty participation in state, national and
international professional leadership activities related to service. These activities may
include faculty service on professional association boards, committees, task forces, and
accreditation agencies. In addition, college faculty and students must continue to be active
in community service and outreach activities, including continuing professional education.
As with each of the other core components for the college mission, objectives and an
action plan were developed for patent care. This included consideration of implementation
of new university provided clinical services to include specialty and /or multidisciplinary
allied health services and development of a faculty practice plan for faculty that have
billable services. Infrastructure development to conduct patient related research such as
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clinical outcomes, clinical resource allocation, and clinical application of translational
sciences and continued integration of clinical practice and teaching through case-based,
problem-based, and evidence-based learning and the use of simulation laboratories and/or
standardized patients was also identified. The college will continue to contribute to the
RUMC mission of providing the very best care for our patients through direct patient care
provided, teaching (students, practitioners, patients and families), research (to improve
outcomes, quality and patient safety), and service to the community.
Challenges for the college include successful implementation of the strategic plan,
continuing to provide programs of excellence, ensuring alignment with the medical center
mission and meeting workforce needs. These all require sufficient resources. The strategic
plan for the college provides a blueprint for meeting the CHS mission and achieving the
vision for the college. The plan provides a specific set of objectives against which we can
measure our progress.
Program Plan
The next step in strategic planning was to initiate meetings with clinical personnel, section
directors, division chiefs, department chairs in key clinical departments, and Rush
leadership. Table 6 lists key Rush personnel consulted regarding the role and mission of
the college and program mix. In addition, the dean met with the CEO Council on June 25,
2007 and again on March 10, 2008 to review the college’s status and discuss strategic
issues. The college plan was presented to the Board of Overseers on January 30, 2008 for
comment and preliminary approval of three new professional programs.
The July 9, 2007 Rush University leadership retreat identified two main criteria for
program evaluation: (1) alignment with the Rush mission and vision and (2) excellence.
The CHS Chairperson’s Council also reviewed program criteria and added additional
criteria that should be considered (Table 7). These program criteria can be summarized as
excellence, alignment, work force needs, enrollment potential, and resources.
1. Excellence.
Existing and proposed educational programs should be outstanding, as demonstrated by
objective outcome measures. These may include selectivity (number and quality of
applicants), graduate performance (board exams, graduate success in the field), graduate
evaluations of their program, employer evaluations of the graduate, rankings and
reputation. For research and scholarship, outcome measures include papers, textbooks, and
chapters published and grants funded. Professional leadership activities such as faculty
participation on editorial boards, national committees, accreditation boards, and holding
office in professional societies will assist in recognition of our college as a leader in health
care education and research. Such external recognition is part of the college’s stated
vision.
2. Alignment.
New and existing programs must align with the Rush mission and vision. The college
already does this in large measure. In all but one department faculty have direct operations
responsibilities and the vast majority of college faculty spend some portion of their time
providing direct patient care or in operations that support patient care at Rush. In the case
5
of our chairs, many direct clinical service units including occupational therapy, audiology,
speech pathology, food and nutrition services, hospital clergy, ethics consult services,
perfusion, and radiation physics.
The college has clearly embraced the practitioner-teacher model, which is one of its great
strengths. The dean has worked with the senior vice president for hospital affairs and other
operations VPs to assure that chair recruits and chair evaluations are a shared activity
between the operations and academic administrators for those departments in which CHS
chairs have direct operational as well as academic responsibilities. A model for the
organization of such departments (Figure 2) to include guidelines for recruitment and
evaluation of chairs has been developed and approved to ensure integration and goodness
of fit (Table 8).
Further evidence of alignment would include whether or not programs complement Rush’s
six priority clinical areas: cancer, heart, bone and joint, transplant, neurosciences, and high
risk mother and infant or provide a core competency required by an academic medical
center. Examples of core-competencies might include critical care, rehabilitative services,
acute care and clinical or support service administration.
3. Rush Workforce Needs.
Programs should help meet Rush workforce needs to advance the patient care, research or
service components of the mission. To review this, the dean has met with clinical service
directors, service chiefs and/or department chairs for rehabilitation sciences, imaging,
radiation oncology, pulmonary and critical care medicine, internal medicine, cardiothoracic
surgery, vascular surgery, otolaryngology, physical therapy, occupational therapy,
respiratory care, medical records, orthopedics, sports medicine, pathology, clinical
laboratory, food and nutrition services, and nursing. Discussions have been held with Bob
Clapp, Brad Hinrichs, Sheri Marker, Norma Melgoza, Bob Balk, Bob Decresce, Ross
Abrams, Gunnar Anderson, Tony Perry, David Ansell, and David Turner.
Workforce data related to allied health nationally and at Rush has been assembled (Tables
9 and 10). There are well over 1,000 non-nurse, non-physician clinical health care workers
at Rush. The larger groups include medical technologists (136), imaging personnel (115),
respiratory care (62), PT (34) and OT (32). Rush has 16 physician assistants (PAs)
working for the hospital and many more working for Rush physician groups such as
Midwest Orthopedics. In addition to Rush allied health clinical personnel, there are well
over 300 health care managers and administrators in the Rush workforce.
In terms of meeting Rush work force needs, a good example is clinical laboratory sciences
(medical technology). There are about 136 clinical laboratory personnel at Rush and over
half are graduates of the Rush program. Another example of a school of allied health
meeting workforce needs is Mayo Clinic. The Mayo school of allied health has a total
enrollment of about 1200 students in over 30 allied health programs to meet Mayo
Clinic’s workforce needs. The dean at Mayo reports that in clinical areas up to 70% of the
workforce is made up of graduates of Mayo’s allied health programs. At Rush, the allied
health enrollment is about 300 students in 11 professional areas, indicating a great deal of
room for program growth in order to meet workforce needs.
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4. Enrollment Potential
Enrollment potential must be sufficient to maintain strong enrollments and financial
viability. Existing and new programs at Rush must have the potential for large applicant
pools of well qualified students for the foreseeable future. Programs that are highly sought
after by students, according to Association of Schools of Allied Health Professions data
include physical therapy, physician assistant studies, respiratory care, and imaging
sciences.
5. Resources Available
In order to provide excellent programs, the faculty, financial, physical (space, laboratories,
equipment), research and clinical resources needed to deliver outstanding programs must
be available.
Program Mix
Outcomes of current programs were reviewed in light of information gathered from key
Rush stakeholders. The initial Program Review and Outcomes Assessment data was
considered, in addition to the findings during meetings with clinical personnel, division
and section directors, department chairs and management. Data reviewed included
applicants, enrollment, graduation rates, job placement, accreditation reviews, program
rankings (if available) and graduate performance on board examinations. Three key
questions were addressed:
1. What programs should the college offer?
2. How should they be organized?
3. How will they be funded?
What Programs Should Be Offered: Existing Programs
Existing programs in audiology (AuD), clinical laboratory sciences (BS, MS), clinical
nutrition (MS), health systems management (MS degree), occupational therapy (MS),
perfusion technology (MS), and speech-language pathology (MS), clearly meet the criteria
for program excellence, alignment, work force needs, enrollment potential, and adequate
resources. For example, the AuD program recently moved up to rank ninth in the U.S.
This program meets the need at Rush for well-trained audiologists to work in the Rush
audiology clinics. The speech-language pathology program is now ranked 18th in the U.S.
and also provides needed personnel for the Rush speech clinics. The health systems
management program is ranked at 25th in the U.S. and provides expert managers and
administrators to Rush who make an impact every day by applying their skills in evidencebased management. Clinical laboratory sciences (CLS) recently underwent an on-site
review for program accreditation; the site team found no weaknesses or areas of concern
and over 10 important strengths. The CLS program provides Rush’s clinical laboratory
with over half of their well trained staff. The occupational therapy program at Rush is
ranked 43rd the U.S. and provides outstanding clinicians for our rehabilitative services.
The perfusion program at Rush is recognized as a leader in the field and provides
outstanding graduates to staff our perfusion services at Rush. The clinical nutrition
program is well respected, both for its education and research endeavors and provides staff
to Rush’s department of food and nutrition services. In addition, audiology, speech
pathology, health systems management, occupational therapy, clinical nutrition and
7
perfusion have faculty who hold operational positions in the Medical Center that are
responsible for hospital operations staffing and management. These programs will be
maintained and supported in their existing forms, though the addition of a professional
doctoral program in occupational therapy (OTD) with specialty tracks is being considered.
A research doctoral program (PhD) in health sciences to prepare future faculty and
researchers with concentrations in clinical laboratory sciences, and other areas drawn from
our current programs is also being discussed and a steering committee has been formed to
explore the feasibility of such a program. Such a program could advance the research
agenda in the college and at Rush University by including an research emphasis on
outcomes, quality and evidence-based practice.
The vascular ultrasound program (BS) is a very good program, based on student outcomes
and is highly valued by the vascular surgeons at Rush. We have an excellent faculty,
enrollment has been acceptable and we have the resources to support the program. The
alignment with the clinical side of the house, however, needs to be improved. Specifically,
the imaging department at Rush would like the college to produce diagnostic medical
sonography graduates able to perform general sonography procedures, in addition to
vascular studies. We are considering ways to accomplish that including the institution of a
career ladder program to take associate degree general sonographers and provide them an
opportunity to earn their bachelor’s degree while gaining a specialty in vascular
sonography.
The medical physics department has stopped taking students into the master’s degree
program in medical physics. That program is being replaced by a small medical physics
residency program for PhD physicists who wish to be trained in radiation physics. The
residency program will meet the criteria for program excellence, alignment, work force
needs, enrollment potential, and adequate resources. In addition, a medical dosimetry
program is needed to meet workforce needs at Rush and is being actively considered for
the medical physics department. The addition of this program would not require additional
resources, as students would take courses already developed for the medical residents.
In terms of other existing programs, the college is phasing out the bachelor’s degree (BS)
program in perfusion, as students need more extensive preparation before beginning the
perfusion program in order to be successful. The master’s degree perfusion program will
be maintained. The Health Systems Management (HSM) doctorate (DHSc) is no longer
accepting students and will be discontinued when the last enrolled student graduates. This
program does not meet several of the criteria for program evaluation. The focus of the
HSM department will be to continue to have one of the best master’s degree health care
administration programs in the U.S.
While there is a need for graduates of the health care ethics program in Chicago and
elsewhere, the enrollment in this program is insufficient at this time. A marketing effort is
currently underway to determine if sufficient enrollment can be achieved. If not, this
degree program may be discontinued.
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What Programs Should Be Offered: New Programs
Based on the criteria of program excellence, alignment, work force needs, enrollment
potential, and resources, three new professional programs are proposed: respiratory care
(BS, MS), imaging sciences (BS – radiologic imaging sciences) and physician assistant
studies (MS). Each of these programs is discussed below.
Respiratory Care
Respiratory care, also known as respiratory therapy, is the allied health profession
responsible for caring for patients with deficiencies and abnormalities of the
cardiopulmonary system. Areas of respiratory care include basic care (oxygen, aerosol, and
chest physiotherapy), critical care (ventilator management and physiologic monitoring),
perinatal and pediatric respiratory care, cardiopulmonary diagnostics, pulmonary
laboratory, alternate site care, home care, patient education, pulmonary rehabilitation, and
chronic respiratory disease management.
The respiratory therapist often sees a diverse group of patients ranging from newborn and
pediatric patients to adults and the elderly. Disease states or conditions often requiring
respiratory care include asthma, emphysema, chronic obstructive lung disease, pneumonia,
cystic fibrosis and infant respiratory distress syndrome, shock, trauma, and postoperative
surgical care. Respiratory therapists are involved in many specialty areas in the hospital
such as newborn labor and delivery, neonatal and pediatric intensive care units, pulmonary
function laboratory, sleep laboratory, adult intensive care units, extracorporeal membrane
oxygenation (ECMO), EKG, and areas outside the hospital such as clinics, extended care
facilities, and the home.
The purpose of this program will be to prepare advanced level respiratory therapists to care
for patients and to serve in leadership positions. The program will provide students with
the knowledge, skills and attitudes needed to perform as competent advanced-level
respiratory therapists and to prepare graduates with a foundation for leadership in the areas
of management, education, research and clinical specialization. The program will prepare
graduates for board certification by the National Board for Respiratory Care and licensure
in the State of Illinois.
The program will offer two main tracks, the Bachelor of Science and Master of Science in
Respiratory Care. For the master’s degree program, entering students will have completed
an undergraduate degree to include pre-requisite course work in mathematics,
communications, psychology, chemistry, anatomy and physiology, microbiology, and
physics. For the bachelor’s degree program, entering students will have completed at least
60 semester credit hours at a regionally accredited college or university to include specific
program pre-requisite course work in mathematics, communications, psychology,
chemistry, anatomy and physiology, microbiology, and physics.
The United States Bureau of Labor Statistics (BLS) has projected growth in the number of
respiratory therapists needed for the period 2006-2016 at 22.6%. According to the
American Association for Respiratory Care (AARC), there were approximately 133,000
9
respiratory therapists working in the U.S. in 2005. Assuming a growth rate as projected,
there will be a need for 30,000 more respiratory therapists over the next 10 years. This
does not count replacements due to retirements or career changes.
Most (74%) respiratory therapists work in the acute care hospital setting. The next two
largest venues are home health care (8.6%) and accredited respiratory care educational
programs (7.1%). The number of respiratory therapists working in respiratory care
education programs has increased markedly in recent years.
Opportunities for employment of respiratory therapists exist in hospitals and other acute
care facilities in both urban and rural areas throughout Illinois and the U.S. According to
the AARC, job vacancy rates grew from about 6% in year 2000 to 8.65% in 2005 (11,695
vacant FTEs). The highest vacancy rates in 2005 were for disease managers/patient
educators (28.8%), educational program faculty (9.6% percent), and staff therapists (8.6
%). Additional employment opportunities may be found in home care, subacute care,
physician’s offices and clinics as well as management, research and industry. Increases are
projected for asthma cases, pneumonia and the number of elderly suffering from chronic
lung disease. New treatment advances and technology also will increase demand, and the
need for respiratory therapists is expected to grow faster than nursing and other allied
health fields.
Like most of the other health professions, many current respiratory therapists will be
retiring in the next 10-15 years. In 2005 the mean age of respiratory therapists was 45 and
the average therapist planned to remain in the profession for about 15 more years. This
trend will further exacerbate the workforce shortage, and ensure a continuing demand for
respiratory care program graduates.
Currently, there are no baccalaureate or graduate level respiratory care educational
programs in Illinois, though there are over 60 such programs throughout the U.S. There is
a need for such a program in the Illinois and in the Midwest region to train advanced level
respiratory therapists for practice and leadership positions in the field. The Rush programs
in pulmonary medicine and critical care are among the best. The addition of a respiratory
care program has the strong support of clinical leaders at Rush including Dr. Bob Balk
(Chief of the Division of Pulmonary and Critical Care Medicine), Dr. Steve Barnes
(Professor of Anesthsiology and Pediatric Critical Care), Dr. David Gurka (Director,
Section of Critical Care Medicine), and Mr. Keith Roberts (Director of Respiratory Care
Services). Rush has a large respiratory care department (n=65) and the program will align
well with this clinical service. Rush work force needs are prominent in this area with
vacancy rates ranging in calendar year (CY) 05 from 29% - 38%; CY 06: 14% - 35%; CY
07: 10% - 28%; and CY 08 (to-date): 14%. Rush has needed to use outside agency help to
staff this department for the last several years (CY 05: $914,979; CY 06: $934,995; CY 07:
$412,603). Two new FTEs are to be added to the clinical service this year to support the
new ECMO program and four FTEs are planned in 2011-12 to support the expansion of
Rush critical care beds. The program has good enrollment potential and related financial
viability and there are about 2,600 SF in Jelke available for program expansion.
By providing advanced levels of training, this program will make a significant contribution
to improving the quality of care for patients at Rush. As the only graduate level program
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in Illinois and one of the few in the U.S., we believe the master’s degree program will
make also make a significant contribution in preparing leaders for roles as faculty in
respiratory care education programs (including the program at Rush) and in research,
supervision and clinical specialty areas, both at Rush and elsewhere. This new program
will build on the strengths and resources available at Rush University and Rush University
Medical Center, and provide students with state-of-the art education and training in the
health sciences.
Imaging Sciences
Radiologic imaging sciences (RIS), also known as radiologic technology or medical
radiography, is the allied health profession responsible for diagnostic and interventional
medical radiographic imaging. Radiologic imaging sciences personnel, under the
supervision of physicians, provide medical imaging services to patients and attending
health care professionals. The other major imaging sciences include nuclear medicine
technology, and diagnostic medical sonongraphy.
The purpose of this program will be to provide students with the knowledge, skills and
attitudes needed to perform as competent advanced-level radiologic technologists. The
program will prepare graduates to perform advanced diagnostic and interventional medical
radiography and imaging procedures including computed tomography (CT scanning),
medical resonance imaging (MRI), positron emission tomography (PET scanning) and
fusion imagining (PET/CT). The program will include instruction in applied anatomy and
physiology, patient positioning, radiographic technique, radiation biology, safety and
emergency procedures, equipment operation and maintenance, quality assurance, patient
education, and medical imaging/radiologic services management.
For the bachelor’s degree program, entering students must have completed an associate’s
degree in medical radiography from a program accredited by the Joint Review Committee
on Education in Radiologic Technology and at least 60 semester hours of academic credit
at a regionally accredited college or university. In addition to an associate’s degree in
medical radiography, specific program pre-requisite course work in mathematics,
communications, psychology, chemistry, anatomy and physiology, microbiology, and
physics will be required
There is a clear need for a baccalaureate level program at in the Chicago area and State of
Illinois. According to the Illinois Department of Employment Security, “nationally and in
Illinois, the number of jobs for medical imaging science specialists is expected to increase
faster than average through the year 2016.” According to the U.S. Bureau of Labor
Statistics, imaging sciences is one of the fastest growing occupations in the country.
Employment of radiologic technologists is expected to increase by 15% from 2006-2016
(with a projected employment of 226,000 by 2016). In Illinois, employment will grow
most rapidly in medical offices, clinics, and diagnostic imaging centers, such as the one
planned for Rush. The need for radiologic technologists is expected to increase
significantly due to increases in the population, aging of the population, changes in
treatment, technology and prevalence of disease states or conditions requiring diagnostic
11
and interventional radiography. In an effort to attract and retain qualified workers,
employers may provide more flexible advanced training programs, such as the one
envisioned at Rush. Opportunities are expected to be best for medical imaging science
personnel with specialized knowledge and skills.
Currently, there is only one baccalaureate radiologic technology educational program in
Illinois and none in Chicago. The existing program is entry-level only and does not focus
on advanced imaging procedures. There is a need for an advanced imaging career ladder
program at Rush to train technologists for advanced practice and clinical leadership
positions in the field.
By providing advanced levels of training in the areas of CT, MRI and fusion imaging, this
program will make a significant contribution to improving the quality of care for patients
at Rush. As the only baccalaureate level program in Illinois of its kind, the program will
make an important contribution in preparing practitioners in advanced imaging procedures.
This new program will build on the strengths and resources available at Rush University
and Rush University Medical Center, and provide students with state-of-the art education
and training in the health sciences.
The proposed program has the enthusiastic support of Dr. David Turner, Chair of
Diagnostic Radiology and Nuclear Medicine at Rush and Mr. Bernie Perculis,
Administrative Director of Hospital Radiology. As noted above, radiologic imaging
sciences (radiologic technology) is an in-demand allied health profession with current and
projected shortages in Illinois and throughout the U.S. According to Mr. Peculis, there is a
very real need to train radiologic technologists to perform advanced procedures (CT, MRI
and PET/CT, etc.) for employment at Rush. This program will meet that need.
Physician Assistant Studies
Physician assistants (PAs) care for patients, under the supervision of a physician, in
multiple areas of medical practice. As part of their comprehensive responsibilities, PAs
apply scientific principles to conduct physical exams, diagnose and treat illnesses, order
and interpret tests, counsel on preventive health care, assist in surgery, write prescriptions
and help in disease management. Physician assistants are found in all areas of medicine –
family practice, internal medicine, pediatrics, orthopedics, sports medicine and pulmonary
care. The physician assistant sees a diverse group of patients ranging from newborn
infants and pediatric patients to adults and the elderly. Physician assistants work in all
health care settings including acute care hospitals, intensive care units, emergency
departments, skilled nursing facilities, rehabilitation units, doctor’s offices, and in the
provision of home care. Additionally, PA practice may include education, research, and
administrative services.
There is a shortage of physician assistants in Illinois and the U.S. This shortage is expected
to worsen due to population growth, the aging of the population and changes in
demographics and disease prevalence. The need for PAs has also increased due to changes
in physician training requirements and a shortage of specialty physicians. The United
States Bureau of Labor Statistics (BLS) has projected growth in the number of physician
assistants needed for the period 2006-2010 at 48%, making it the fasted growing allied
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health field. PA ranked fourth on the United States Department of Labor’s list of the 10
fastest growing occupations for all employment sectors, 2004-2014. According to the
American Academy of Physician Assistants (AAPA) as of January 1, 2007, there were
63,609 physician assistants in clinical practice in the United States. Of this total, 1685 or
2.6% were practicing in the state of Illinois. The projected distribution of practicing PAs
by state showed that Illinois has a per capita ranking of 43. Currently, there are four
physician assistant educational programs in Illinois, however, none include a specialty
track as a part of the master’s level training program. Based on the current and projected
demand, there is a need for additional programs in the state and in the region to train
advanced level physician assistants for specialty practice and leadership positions in the
field.
The purpose of this program will be to prepare well trained physician assistants to care for
patients in core specialty areas needed at Rush. The program will provide students with the
knowledge, skills and attitudes needed to perform as competent physician assistants and to
prepare graduates with a foundation for leadership in the areas of research and clinical
specialization. The program will prepare graduates for board certification by the National
Commission on Certification of Physician Assistants (NCCPA) in conjunction with the
National Board of Medical Examiners and to complete the licensure requirements in the
State of Illinois. Specialty areas to be offered may include orthopedics, sports medicine,
cardiothoracic surgery, vascular surgery and pulmonary medicine.
For the master’s degree program, entering students will have completed an undergraduate
degree from an accredited college or university. Pre-requisite course work will include
mathematics, communications, psychology, chemistry, anatomy and physiology,
microbiology, and physics.
This program has the enthusiastic support of the physician assistant community at Rush, as
well as physician leaders including Gunnar Andersson, MD, PhD, Midwest Orthopaedics,
Christopher Arico, Dermatology, Rush University, Bernard R Bach, MD, Midwest
Orthopaedics, Robert A Balk, MD, Pulmonary Critical Care, Rush University
Robert Higgins, MD, Chair, Cardiovascular Surgery and Walter McCarthy, MD, Vascular
Surgery, Rush University. By providing specialty training this program will make a
significant contribution to improving the quality of care for patients at Rush. As the only
graduate level program in Illinois offering specialty track education and one of the few in
the U.S., this program will make a significant contribution in preparing practitioners to
meet the health care needs at Rush, and in the Chicago community. This new program will
build on the strengths and resources available at Rush University and Rush University
Medical Center, and provide students with state-of-the art education and training in the
health sciences.
Other New Programs Under Consideration
As noted above, a steering committee has been formed to consider the development and
implementation of a doctoral program (PhD) in health sciences to prepare future faculty
and researchers. There is a severe shortage of doctorally prepared allied health faculty,
both at Rush and nationwide. This proposed new program would address that shortage, as
well has help move the college forward in terms of its research agenda and vision of being
13
recognized nationally as a leader in allied health education. Based on preliminary
discussions, this program should meet the stated criteria for new programs, e.g. excellence,
alignment, work force needs, enrollment potential, and available resources. The program
would advance the research agenda in the college and at Rush University by including a
research emphasis on outcomes, quality and evidence-based practice. The program would
also further facilitate interdisciplinary and translational research at Rush.
There has been interest at Rush in developing several other new programs to be housed
within the College of Health Sciences. A new program in medical dosimetry is under
active consideration to meet Rush work force needs. Other programs under discussion
include research administration (MS), physical therapy (residency in orthopedics), health
informatics (graduate certificate), and a new undergraduate program in health sciences
(BS) to serve as a pre-professional program for allied health, nursing and perhaps
medicine.
How Should Programs Be Organized?
The college currently is organized into nine academic departments supporting programs in
11 different professional areas (Figure 1). Departments and programs offered in the college
are: Communication Disorders and Sciences (Doctor of Audiology [AuD], SpeechLanguage Pathology [MS]; Clinical Laboratory Sciences (CLS/Medical Technology - BS,
MS, MS in CLS Management, Blood Bank Specialist [certificate]; Clinical Nutrition (MS);
Health Systems Management (MS); Medical Physics (residency); Occupational Therapy
(MS); Perfusion Technology (BS,MS); Religion, Health and Human Values (Clinical
Pastoral Education Certificates, Health Care Ethics [Certificate, MA]); and Vascular
Ultrasound (BS).
As part of the planning process, the college chairs’ council developed criteria for the
evaluation of existing and new (proposed) departments (Table 7). It was determined that
the college should not simply add a new department every time a new program is added;
some objective measures should be considered in determining the relationship between a
department and its programs. The specific criteria that should be considered in determining
if a department was correctly configured include the size of programs within the
department and whether more than one program was offered. Larger programs or
departments housing more than one program might be more easily justified. It was also
felt that a department (as opposed to a program) should be able to demonstrate excellence
in all Rush mission components (teaching, research, service, practice). Designation as a
department was thought to be more appropriate in cases where the department included a
clinical or operations component in the medical center. Potential synergy of programs
within a department and the opportunity for interdisciplinary activities should be
considered, such as exists with speech pathology and audiology. Professional identity and
accepted standards should also be considered. For example, it is common to have
occupational therapy departments in universities and academic health centers, while is
unusual to have very small allied health departments with a narrow area of specialization.
Last, the availability of a doctoral level chairperson was a preferred, but not required
criterion.
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Based on these criteria (e.g. program size, number of programs, excellence in all mission
components, operations component, doctoral level chairperson availability, identity, and
potential synergy) it is proposed that the current nine academic departments be expanded
to 10 and that two of the existing departments be renamed (Table 11). Specifically, the
departments and programs offered in Communication Disorders and Sciences, Clinical
Laboratory Sciences, Clinical Nutrition, Health Systems Management, Medical Physics,
Occupational Therapy, and Religion, Health and Human Values would remain essentially
unchanged. Medical Physics may add a program for medical dosimetrists and occupational
therapy may add a professional doctorate (OTD), pending a review and approval of these
possible new programs at some point in the future.
The Department of Perfusion Technology will be renamed as the Department of
Cardiopulmonary Sciences and Physician Assistant Studies. This department will house
the perfusion technology program (MS), the respiratory care program (BS, MS) and the
physician assistant program (MS). These three programs are a natural fit, in that both
respiratory care and perfusion are closely related and the proposed PA program with
specialty tracks will include several surgical specialty areas, as well as pulmonary
medicine.
The Department of Vascular Ultrasound will be renamed as the Department of Imaging
Sciences. This department will house the vascular ultrasound program (BS) and the
imaging sciences program (BS). Again, these two programs are a natural fit together, and
share much in common as imaging science disciplines.
A new Department of Health Sciences would be created to house the proposed PhD
program in health sciences and a program in research administration, should such a
program be developed. This department may also serve as the home for a possible new
undergraduate program in health sciences which could serve as a pre-professional program
for our graduate programs in allied health and nursing, and perhaps medicine.
Time Line for New Programs and Departmental Reorganization
The proposed departmental re-organization is dependent on approval and successful
implementation of the new programs described above. It is possible that external factors
may alter the decision to combine specific departments or form new departments. For
example, physician assistant programs are sometimes given the status of a department
based on program size and the advantage that a chair position may provide in terms of key
faculty recruitment and retention. The same considerations are true for respiratory care.
Respiratory care also has a corresponding section within the hospital, which may further
suggest the need for a separate department with a chairperson who also leads the clinical
service. The creation of a department of health sciences is dependent on the success of the
proposed PhD program. The formation of a Department of Imaging Sciences is dependant
on successful implementation of the proposed new program in that area. Because it is
relatively difficult to create or dissolve departments under the Rush University Rules for
Governance, it is proposed that the programs be phased in first, and following successful
program implementation, that the reorganization of the college’s departmental structure be
implemented. The following timeline has been developed:
15
May, 2007
x Strategic planning sessions begin
July, 2007
x College mission and vision statements approved by Chairs’ Council
August, 2007
x College strategic plan approved by Chairs’ Council and distributed to Faculty
Council for review and comment.
x Criteria for programs and departments reviewed and rated by Chair’s Council
September, 2007
x Meeting completed with Dr. Gunnar Andersson to discuss possible PA and PT
programs at Rush
x Meeting completed with Malcolm X College representatives to discuss
collaboration
October, 2007
x Meeting competed with Dr. Bernard Bach to discuss possible PA and PT programs
at Rush
November, 2007
x Initiated steering committee for respiratory care
x Met with PA and radiologic technology program directors at Malcolm X College to
discuss collaboration
December, 2007
x Developed draft letters of intent for PA, imaging and respiratory care
x Met with George West, Respiratory Care Program Director at Malcolm X to
discuss career-ladder program
x Began work on full IBHE proposals
January, 2008
x Presentation of college strategic and program plan to the Rush University Board of
Overseers
x Met with Dr. David Turner to discuss imaging sciences program
February, 2008
x CHS Chair’s Council approval, in principle, for three new programs (PA,
respiratory care and imaging sciences)
x Leadership Council reviewed and discussed CHS proposals for three new programs
x Finalized steering committee membership for PA and imaging
March, 2008
x Met with Dr. Josh Jacobs to discuss PA program
x Met with Nursing Leadership Group to discuss CHS strategic plan and proposed
new programs
x Board of Overseers approves respiratory care, imaging and PA new program
requests
x PA steering committee initial meeting
x PhD steering committee met
x Imaging sciences steering committee meets and approves letter of intent
April, 2008
x Notification of the Illinois Board of Higher Education (IBHE) of the intent to offer
new programs in respiratory care
x PA steering committee approves letter of intent
16
CHS chairs council reviews proposed organizational structure and gives
preliminary approval for re-naming two departments (imaging sciences and
cardiopulmonary sciences/PA studies) and acceptance in principle of the
development of a new department of health sciences within the college for the PhD
program.
May, 2008
x Submission of notification of intent to offer a new program in physician assistant
studies
x Submission of full IBHE proposal for respiratory care
x Development of full IBHE proposals for physician assistant and imaging sciences
x Consultant visits Rush to review imaging sciences proposal
June, 2008
x Submission of full IBHE proposal for physician assistant program
x Completion of Committee on Accreditation for Respiratory Care application
July, 2008
x Submit full IBHE proposal for imaging sciences program
August – December, 2008
x Begin accreditation process for the PA program
x Begin search for program directors for PA, imaging and respiratory care
January, 2009
x Begin recruitment of students for PA, respiratory care and imaging sciences
program
January – June, 2009
x Hire program directors for PA, respiratory care and imaging
July 1, 2009
x Program directors on-site
September, 2009
x Inaugural respiratory care class begins course work
x Inaugural physician assistant studies class begins course work
x Inaugural imaging sciences class begins course work
x Request for approval of PhD program to Board of Overseers
October, 2009
x Submission of PhD program notice of intent to IBHE
November, 2009
x Full IBHE PhD proposal submitted
December, 2009
x College of Health Sciences Chair’s Council considers approval for re-naming of
two existing departments.
January, 2009
x Renaming existing departments proposed to the Board of Overseers
June, 2010
x Initial PhD students enrolled
September, 2010
x Creation of a new Department of Health Sciences proposed to the Board of
Overseers
x
17
How Will New Programs Be Funded?
Tuition will be restructured in the college beginning in the fall of 2008. Incoming students
will begin to pay by the quarter hour, instead of a flat rate for 12 or more credits. This
change, plus an increase in the rate for returning students will result in an approximate
increase in revenue of 1.2 million dollars over FY08. As part of this increase, we have
factored in $350,000 in scholarship dollars which will be used to help attract the very best
students plus small increases for specific program needs and infrastructure.
New programs will be structured so that tuition income offsets expenses, even after
overhead. For example, the proposed respiratory care program (assuming enrollment goals
are met) should break even the first year, and then make a profit of approximately
$400,000 in year two, over $480,000 in year three and $600,000 in year four. As the
detailed budgets for the physician assistant and imaging sciences programs are developed,
care will be taken to ensure that these programs bring in revenues in excess of expenses.
Projected total enrollment for the college will increase from 320 in fall of 07 to 425 in the
fall of 2010 which should generate additional income in excess of 2.6 million dollars. For
rough budgeting purposes, the median operating budget for respiratory care, physician
assistant and imaging sciences programs at academic medical centers in 2007 was
$427,000; $773,445 and 341,288 respectively for a total of 1.54 million dollars.
Consequently, if Rush is able to deliver these programs at the median cost, there should be
adequate revenues available generated by tuition to support the programs.
Summary and Conclusions
The College of Health Sciences has great potential for developing new professional
programs which will demonstrate excellence, be well aligned with the mission and vision
and help meet the work force needs at Rush University Medical Center. Three new
professional programs are planed which also have strong enrollment potential, and for
which there are already outstanding clinical resources and qualified faculty. These three
programs will complement Rush’s six priority clinical programs: cancer, heart, bone and
joint, transplant, neurosciences, and high risk mother and infant. Specifically, the
physician assistant (PA) program will prepare specialty PAs in the areas of cardio-thoracic
(heart) surgery and orthopedics, while the respiratory care program will provide personnel
to staff the neonatal intensive care units and ECMO services often required for the high
risk infant, and the critical care services needed for post-operative heart and transplant
patients. Imaging is essential for the diagnosis and treatment of many cancers, as well as
heart, bone, joint and neurologic disorders while stroke victims often require respiratory
care due to pulmonary complications.
The proposed new programs meet the established criteria for evaluating both new and
existing programs. These new programs will require a re-organization of the departmental
structure within the college, and the renaming of two existing departments. Specifically,
the departments of perfusion technology and vascular ultrasound will be renamed as the
Department of Cardiopulmonary Sciences and Physician Assistant Studies (which will
house the programs in perfusion, respiratory care and physician assistant) and the
Department of Imaging Sciences (which will house the programs in vascular ultrasound
and radiologic imaging sciences).
18
In addition to these three new professional programs, the college is considering the
development of a PhD program in health sciences to prepare future faculty and researchers,
and facilitate outcomes and translational research at Rush. Several other new professional
programs are under consideration including a medical dosimetry program to help meet
Rush workforce needs.
The establishment of these new programs will allow the college to advance the quality and
availability of health care at Rush and to move towards our goal of becoming a world class
school of allied health sciences whose programs are recognized as among the best in the
United States.
19
Table 1. College of Health Sciences Departments and Programs
•
•
•
•
•
•
•
•
•
Communication Disorders and Sciences
• Doctor of Audiology - AuD
• Speech-Language Pathology - MS
Clinical Laboratory Sciences (Medical Technology)
• BS, MS, MS in CLS Management
• Blood Bank Specialist (certificate)
Clinical Nutrition - MS
Health Systems Management – MS
Medical Physics
• Radiation Oncology Medical Physics Residency
Occupational Therapy - MS
• BS, MS
Religion, Health and Human Values
• Clinical Pastoral Education (Certificates)
• Health Care Ethics
– Certificate, MA
20
Table 2. Ten Most Important Strengths of the College of Health Sciences
Rank
Item
Rating
1
Integration of theory and practice learning
5.00
2
Quality of faculty
4.90
3
Academic-clinical integration
4.90
4
Students receive personal attention
4.80
5
Practitioner-Teacher Model
4.80
6
Proximity of hospital
4.70
7
Rich clinical experiences for students
4.70
8
Approachability of chairs/dean
4.50
9
Diversity of clinical experiences
4.50
10
Outstanding educational programs
4.50
Items were rated using the following scale: 5 = very important; 4 = important;
3 = neither important or unimportant; 2 = unimportant; or 1 = very unimportant.
21
Table 3. Ten Most Important Weaknesses in the College of Health Sciences
Rank
1
Item
Rating
Internal esteem/value by Rush for the College
5.00
3
Lack of effective student information system (online
registration, etc.)
Lack of structural support
(academic/teaching/marketing)
4
No centralized college infrastructure (deans office,
support staff, recruitment, research, ed. Tech., etc.)
4.90
5
Resources - limited dollars
4.90
6
Technology
4.80
7
Admissions process/office
4.80
8
Lack of office space
4.80
9
Lack of budgetary support for research
4.80
10
Space
4.80
2
5.00
5.00
22
Table 4. Ten Most Important Opportunities in the College of Health Sciences
Rank
1
Item
Rating
3
Develop new allied health educational programs
5.00
Education technology support for College of Health
Sciences (web-based and distance education)
5.00
Advertise the College of Health Sciences as the place to
come for allied health programs
4.90
4
New doctoral programs (Ph.D.; professional doctorates) 4.90
5
New funding for scholarships/stipends
4.80
6
Center of Excellence for Allied Health Research
4.80
7
4.80
8
Centralize/formalize faculty development
New emphasis on research generally & outcomes
research specifically
9
Marketing (within and without)
4.70
10
New Centers of Excellence within the college
4.70
2
4.70
23
Table 5. The Most Important Threats
Rank
1
Item
Rating
5.00
2
Redistribution/declining research dollars nationally
Reality that competitors provide more support dollars for
students (including free rides)
3
Changes in health care financing and funding for education
4.80
4
High overhead charges
4.80
5
Low visibility of CHS programs in relationship to competitors
4.80
6
High cost of doing business
4.70
7
Medical College preference in resource allocation
4.70
8
Limited academic space to grow programs
Others are taking advantage of technology (video conferencing,
internet) compared to Rush for distance education, marketing
Lack of balance between teaching, research and practice (for
faculty expectations)
Research productivity low compared to competitors (grants and
publications)
4.70
9
10
11
4.90
4.70
4.50
4.50
Items were rated using the following scale: 5 = very important; 4 = important; 3 = neither
important or unimportant; 2 = unimportant; or 1 = very unimportant.
24
Table 6. Meetings with Key Rush Stakeholders
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
CHS Department Chairs
Provost, RU
Vice Provost &VP, University Affairs
Paul Jones
Jim Mulshime
Paul Carvey
Paul Jones
Student services staff
Beverly Huckman
Diane McKeever and staff
Sharon Gates
Hats Adams
Peter Butler
Rebecca Dowling
Sheri Marker
Melanie Dreher
Deborah Gross
Lisa Rosenburg
25
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
David Ansell
Angelo Tiberio
Brad Hinrichs
David Caldarelli
Anthony Perry
Diane Genaze
Bob Decresce
Keith Roberts
Mark Yoder
Robert Balk
Norma Melgoza
Walter McCarthy
Ross Abrams
Gunnar Andersson
Bernard Bach Jr.
Bernie Peculis
Table 7. CHS Criteria for Programs and Departments
I. Rush University Proposed Criteria for Program Evaluation (RU Educational Retreat
7/9/07)
A. Alignment with the Rush Mission & Vision
1.) Serve as a resource to improve health outcomes
2.) Elevate the workforce (higher quality)
3.) Meet multiple vivid descriptors*
B. Excellence
1.) Applies to both new and existing programs
2.) Needs to exist across all three missions (teaching, research, service)
3.) Appropriate size and resource allocation (quality, space, revenue)
II. Additional CHS Criteria for Programs (new and existing)
A. Demonstrated Need (Current and Projected)
Chicago and Region
National
B. Enrollment Potential Sufficient to Maintain Strong Enrollments (Current and
Projected)
C. Good Clinical Fit – Integration with the Clinical Program
D. Ability to Provide an Outstanding Educational Program with Excellent
Outcomes
E. Resources Available
1.) Faculty
2.) Laboratory
3.) Financial
4.) Research
5.) Clinical
6.) Space
III.
CHS Criteria for Departments (New and Existing)
A. Program Size
B. More than one program offered (includes levels, such as BS/MS)
C. Departments should be able to demonstrate excellence in all CHS missions
1.) Teaching
2.) Research and Scholarship
3.) Service
D. Clinical Service Component
E. Doctoral level chairperson availability (preferred, not required)
F. Professional Identity and Accepted Standards
G. Potential Synergy with Existing Programs or Departments (Interdisciplinary)
26
Responsibilities, February 14, 2008
Principle:
It is desirable for those serving in selected College of Health Sciences
(CHS) Chair positions to also serve simultaneously as Operational Directors for the
analogous Medical Center/Hospital Operational Departments. It is recognized that the
performance expectations and qualifications are related, but also require high proficiency
in somewhat divergent skill sets. It is also noted that this joint model is expected to
contribute positively to the unique mission of RUMC, support the practitioner-teacher
model overall, and to be economically sound.
Departments affected:
Academic Department
Hospital & Medical Center
Department/Section
Food & Nutrition Services
Audiology and SpeechLanguage Pathology
Perfusion
Academic
Chair/Operational
Director
Mary Gregoire (acting)
Clare Giuffrida
Diane Meyer
Clinical Nutrition
Communicative Disorders
and Sciences
Religion, Health & Human
Values
Medical Physics
Chaplaincy
Medical Physics
Clayton Thomason
James Chu
Clinical Laboratory Sciences
Rush Medical Laboratories
Vascular Ultrasound
n.a.
Herbert Miller (academic
chair)
Mark Jaros (Operations
Director)
Eileen French-Sherry
(acting)
Will Rapier (acting)
Issues requiring understanding:
Accountability (operational & academic)
Appointment and re-appointment process
Funding – generally, it is expected that the funding for each position will come
from both the Division of Hospital Affairs and the College of Health Sciences
consistent with the percentage of effort devoted to the Operational/Academic
aspects of the position respectively.
Circumstances under-which there might be a split of the functions (quality of
candidate and ‘fit’ for each respective role…)
27
Responsibilities, February 14, 2008 (continued)
Accountability
Academic:
Dean of College of Health Sciences or
designee
Hospital & Medical Center:
Senior Vice President for Hospital Affairs
Implementation:
Medical Center/Hospital Executive or
Dean initiates and performs the annual
appraisal of operational performance of
the position. The CHS Dean will perform
an academic-specific appraisal separately,
which will be incorporated into the overall
organizational appraisal form. Resulting
merit adjustment will be collaboratively
determined between the MC/Hospital
Executive and the CHS Dean.
Appointment and re-appointment
process
Search Committee Appointment:
The Dean of the CHS and the SVP for
Hospital Affairs will appoint the search
committee and its Chair.
Job Description:
The job description for the appointment of
an academic Chair and operational Director
will clearly and separately delineate the
academic and the operational expectations
and qualifications of the position.
The committee will seek candidates who
meet the job description requirements for
both the academic and operational scope of
the positions.
Recommendation:
The search committee, through its Chair,
will recommend 2-3 candidates to the Dean
of CHS and the appropriate Medical
Center/Hospital Executive, including
analysis of the suitability of each candidate.
The Dean of CHS and MC/Hospital
Executive (with approval of the SVP for
Hospital Affairs) will collaboratively select
the appropriate candidate and make final
recommendation to the Provost.
28
Table 9. Allied Health Groups in the U.S.
•
•
•
•
All Health Service Workers (includes allied health and nursing):
– 13,062,000 in 2004
– Projected increase to 16,627,900 in 2014 (up 27.3%- BLS)
Nursing
– 4,270,000 nurses and related personnel (all levels - 2002)
Medicine
– 850,000 physicians and surgeons (2002)
7,780,000 non-physician non-nurse health care workers in 2002
Workforce Demand for 2004-2014 (BLS)
Current
Physician Assistants
Physical Therapists
Sonographers
Occupational Therapists
HIM/Medical Records
Radiologic Technologists
Respiratory Therapists
Health Services Managers
Medical Technologists
Dietitians/Nutritionists
Speech Pathologists
Audiologists
62,000
155,000
42,000
92,000
178,900
182,000
118,496
248,000
156,000
50,000
96,000
10, 134
29
Projected
Increase
93,000
211,000
57,000
123,000
229,400
224,000
145,905
305,000
188,000
59,000
110,000
11,060
49.6%
36.7%
34.8%
33.6%
28.2%
23.2%
23%
23%
20.5%
18.3%
14.6%
9.1%
Table 10. Rush Allied Health Areas and Number of Incumbents, fall 2007
NUMBER OF RUSH
EMPLOYEES
JOB TITLE
Medical Laboratory Technologists, Medical Laboratory
Technicians, Histotechnologists, Cytotechnologists
136
X-ray and Imaging (radiographers, mammographers,
CT/MRI)
81
Respiratory Care (Respiratory Therapists) and PFT
62
Ultrasound and Echocardiography Technologists
34
Physical Therapists and PTAs
34
Occupational Therapists (OT) and OTAs
32
Dietitians (Clinical Nutrition)
24
Physician Assistants
16
Radiation Physicists, Therapists, and Dosimetrists
18
Audiologists and Speech Pathologists
15
Nuclear Medicine Technologists/PET
8
Cardiac Catherization Technicians (Cardiopulmonary
Technicians)
6
Clinical Ethicists
6
Perfusionists
5
Art Therapists
3
Ophthalmology Technicians
2
TOTAL
482
Over 1,000 non-nurse/non-physician clinical employees at Rush
30
Table 11. Proposed College of Health Sciences Organization - Approved In Principle by
Chairs Council (4-18-08)
I. Current Departments and Programs
•
•
•
•
•
•
•
•
•
Clinical Nutrition - MS
Medical Physics
Occupational Therapy - MS
• BS, MS
– Certificate, MA
II. Proposed Departments and Programs
•
•
•
•
•
•
•
•
•
•
Clinical Nutrition – MS
Health Sciences
• PhD – pending program development and approval
• BS - pending program development and approval
Imaging Sciences
• Vascular Ultrasound (BS)
• Imaging Sciences (BS)
Medical Physics
• Medical Dosimetry – MS – initial program approvals needed
• MS
• OTD – pending program development and approval
– Certificate, MA
͔ Initial approvals received
Cardiopulmonary Sciences and Physician Assistant Studies
• Perfusion Technology (MS)
͔ In development
• Physician Assistant Studies (MS)
• Respiratory Care (BS,MS)
31
Figure 1. Current Organizational Chart for the College of Health Sciences
Rush University
Dean
David Shelledy, PhD
Associate Dean
Research
Director of Academic and
Student Affairs
Aparajita Maitra, PhD
Judy Luborsky, PhD
Chairperson
Clinical Laboratory
Sciences
Herb Miller, PhD
Chairperson
Medical
Physics
James Chu,
PhD
Chairperson
Clinical Nutrition
Mary Gregoire, PhD
Chairperson
Communication
Disorders and Sciences
Dianne Meyer, PhD
(Acting)
Chairperson
Occupational
Therapy
Clare Giuffrida, PhD
Chairperson
Perfusion
Therapy
Will Rapier, PhD
(Acting)
32
Chairperson
Religion Health and
Human Values
Rev. Clayton Thomason,
JD
Chairperson
Health Systems
Management
Peter Butler, MHSA
Chairperson
Vascular Ultrasound
Eileen French-Sherry,
MA
(Acting)
Figure 2. Suggested organization for CHS departments in cases where the chairperson is
responsible for one or more clinical services.
Dean, College of
Health Sciences
Operations Officer,
VP or Designee
CHS
Department
Chairperson
CHS Academic and
Research Personnel
Clinical Service
Director (may
be same as
chair)
Clinical Service
Personnel
.
Departments
• Communication Disorders and Sciences (Audiology and Speech Pathology)
• Clinical Nutrition
• Health Systems Management
• Occupational Therapy
• Medical Physics
CLS, Vascular
• Perfusion Technology
Ultrasound
• Religion, Health and Human Values
33
Appendix A
Rush University
Strategic Plan
Approved August 3, 2007
34
Rush University
Mission and Vision
The purposes of Rush University are to educate students as practitioners, scientists and
teachers who will become leaders in advancing health care and to further the advancement
of knowledge through research. The College of Health Sciences, as an integral component
of the University, seeks to prepare superb practitioners and leaders in the allied health
professions to provide the very best care for our patients. In addition, the College seeks to
make meaningful and significant contributions in advancing health care through
excellence in research, scholarship, and service. In keeping with the Rush University
practitioner-teacher model, the College integrates patient care, research, scholarship and
service into the teaching-learning process of developing future allied health professionals
and leaders.
Mission
The Mission of the College of Health Sciences is to advance the quality and availability
of health care through excellence in education, research and scholarship, service and
patient care. The College promotes the values of diversity, access and inclusion in all of
its endeavors.
Vision
The College of Health Sciences at Rush University will be a world class school of allied
health sciences whose programs are recognized as among the best in the United States.
Mission and Vision Statements approved by Chairs Council July 27, 2007
35
Rush University
Goals and Strategic Objectives
Goal 1: Excellence in Education
As a leader in allied health professional education, the College of Health Sciences prepares superb health
care professionals in the allied health disciplines represented within the College. This will require that the
College continue to ensure that core programs offered are among the best in their class. In addition, the
College should optimize enrollments in existing programs and consider the addition of new programs to meet
the needs of Rush University Medical Center, the State of Illinois and the nation. Major indicators of
program quality which should continue to be met include exceptional graduate job placement, superior
graduate performance on board examinations, high levels of graduate satisfaction with their program of
studies, high levels of employer satisfaction with the graduates and competitive program rankings (where
available), and a reputation for excellence. In addition, graduates’ success in achieving leadership positions
in the health sciences is an important outcome. These leadership activities may include clinical leadership,
professional leadership, community service, education, management, and continuing professional education.
The College also seeks to promote the values of diversity, access and inclusion in all of its endeavors.
Strategic Objectives - Excellence in Education
The following are the CHS strategic objectives related to education. These objectives will be reviewed and
revised on a regular basis based on recommendations from the College Strategic Planning Committee and
input from faculty, students, staff, administrators, clinical service providers and other members of the Rush
community.
Quality of program portfolio
Expansion of the program portfolio will support excellence in teaching by expanding the quality and size of
the resource base, as well as supporting other goals of workforce development. Specific objectives:
1.
2.
3.
4.
5.
6.
Ensure that existing programs offered within the College are appropriate to meet the needs of the
community and are properly supported and effective in preparing a diverse workforce of outstanding
health care professionals and leaders to provide superb health care. Programs will demonstrate
outcomes consistent with this goal and regular program resource assessments will ensure that
programs have the resources needed to succeed.
Increase enrollment in the College of Health Sciences by at least five percent per year over the next
five years.
Develop the infrastructure, resources and faculty support needed within the College to fully
implement educational goals and web-based and distance education.
Consider the development or expansion of specific distance education programs and/or consortium
programs, as appropriate.
Implement at least two new allied health entry level professional programs. Programs that should
be considered include the imaging sciences (radiologic technology, nuclear medicine technology,
fusion imaging [PET/CT], general diagnostic medical sonography, cardiac ultrasound
(echocardiography), physician assistant, genetic counseling, health information management,
medical informatics, medical dosimetry, physical therapy and respiratory therapy.
Consider the development of an undergraduate program in the health sciences (BS in Health
Sciences) with tracks in management, health and wellness and pre-professional preparation.
Goals and Strategic Objectives approved by Chairs Council August 3, 2007
36
Quality of faculty
To ensure that our programs are the highest quality, we will need to ensure that the faculty are as effective as
they can be in their educational roles. To this end, we have several objectives related to faculty selection and
development:
1.
2.
3.
4.
Design and implement a faculty development plan for promoting teaching excellence.
Explore development of a Center for Excellence in Teaching.
Consider the development of a doctoral (PhD) program in the health sciences to prepare future
faculty and scientists for allied health.
Increase the diversity of the faculty to better represent the communities served by Rush.
Quality and diversity of students
The quality of students graduating from our programs is influenced strongly by the quality of students
entering our programs. To this end, we have several objectives related to ensuring the highest-quality
matriculants into our programs:
1.
2.
3.
Develop and implement a marketing and recruitment plan to include revision of the College Web
page, hiring a college recruiter and implementing an e-marketing program for student recruitment.
Develop stipends and scholarship programs to attract and retain the best students.
Increase the diversity of the student body to better reflect the communities served by Rush.
Quality of curriculum and educational outcomes
1.
2.
3.
Develop and implement interdisciplinary courses and/or units of instruction as needed. These may
include ethics; leadership, supervision and management; education; research and statistics; cultural
competency; disaster response; outcomes and evidence-based care; health promotion, disease
prevention and disease management; genetics and genetic testing; medical errors and patient safety;
health care policy; health care systems; These courses and units of instruction may be provided
using web-based or distance technology to facilitate scheduling across multiple programs.
Ensure the integration of clinical practice and teaching through case-based, problem-based, and
evidence-based learning and the use of simulation laboratories and/or standardized patients in the
curriculum.
Design and implement a Program Review and Outcomes Assessment System for measuring,
monitoring and improving programs’ educational outcomes and a Resource Assessment System for
ensuring programs have the needed resources to meet their educational goals.
Action Plan
1.
2.
3.
4.
5.
6.
7.
8.
9.
Meet with all program directors and department chairs to review current program goals, objectives,
outcomes and resources.
Review and revise the College’s leadership council activities and implement a system for shared
governance within the College.
Implement continuing college-wide bench marking and strategic planning activities to develop,
review and refine proposed goals, objectives and strategies for implementation.
Meet with clinical service area representatives to review allied health workforce needs.
Implement a task force for developing and refining the proposed “Program Review and Outcomes
Assessment System” for measuring, monitoring and improving program education outcomes.
Review program applicant pools, enrollment, graduation rates and graduate performance on key
outcome measures (placement, board examinations, employer satisfaction, graduate satisfaction).
Develop a college central data base to track applicant pools, enrollment, graduation rates and
graduate performance and other key outcome measures.
Initiate a Committee for Interdisciplinary Education within the College to explore and develop
interdisciplinary courses and/or units of instruction for use in multiple programs.
Initiate a Committee to Develop Stipends and Scholarships to explore current offerings and develop
additional sources of support, such as a tuition forgiveness plan for graduates who go to work at
Rush.
37
10. Ensure that community advisory committees are in place for each program and that they are being
used to ensure that programs are meeting community needs and producing outstanding graduates.
11. Integrate data for recommendations for program expansion, revision or refocusing of resources.
12. Ensure the promotion and tenure and annual faculty evaluation procedures recognize and reward
excellence in teaching and the scholarship of teaching.
Goal 2: Excellence in Research and Scholarship
There is a need to further develop research activities within the College. Outcomes research and collaborative
and interdisciplinary research should be expanded. In addition, research is needed in the areas of health
promotion and wellness, disease prevention and management of chronic disease. There is also a need for
research related to allied health work force issues and allied health training and education. In many cases,
collaboration with other colleges and professionals is ideal for allied health research.
Major impediments to success in the research endeavor include insufficient faculty time due to heavy
teaching and clinical loads, a need for faculty development, and insufficient numbers of existing faculty with
research expertise. A research infrastructure within the College is needed to assist faculty in the development
of research proposals, study design and management, data analysis and statistics, identification of funding
sources, grant writing, and manuscript preparation. Access to laboratory facilities, space and equipment,
limited funding availability, and a lack of startup funds and seed money are also substantial impediments to
research within the College. There is also a need for more collaboration (interdisciplinary research) both
within the College and with medicine, nursing, and the graduate college.
Faculty participation in scholarly activities related to their disciplines is a hall mark of outstanding schools of
allied health. Activities that will be encouraged at Rush include the discovery of new knowledge and the
dissemination of existing knowledge through invited lectures, invited courses, presentations, publications
(papers, book chapters, and textbooks), service as an editor or on an editorial board for scholarly
publications, grant submissions, consultations, and software and product development.
Strategic Objectives - Research and Scholarship Excellence
The following are the College’s strategic goals and objectives related to research and scholarship. These
objectives will continue to be reviewed and revised based on recommendations from the College Strategic
Planning Committee – Subcommittee on Research.
1.
Develop the research support infrastructure within the College to expand and support fundable or
publishable research activities.
Objectives
a. Hire an Associate Dean for Research
b. Establish a research committee to work with the Associate Dean for Research
c. Identify a liaison with the University Research Office for the CHS to help with the
preparation of grants and budgets
d. Disseminate information to faculty about available RFPs
e. Identify and support external and internal reviewers of grant proposals and manuscripts
f. Designate an office support person to manage the preparation and delivery of grant
materials and to assist with budget management of the grant
g. Develop the resources/mechanism to support consultation about research design and data
analyses
h. Identify seed money which can be made available to faculty on a competitive basis to
support pilot or preliminary research which may lead to extramural funding.
2.
Implement a faculty development program for research in allied health.
Objectives
a. Develop a short course on clinical and outcomes research
b. Implement regular “lunch and learn” activities within the College,
38
c.
d.
3.
Review faculty teaching loads, compensation, and clinic or other outside assignments and
attempt to provide protected research and other scholarly time
Develop a College of Health Sciences Research Mentoring Program and a working
relationship with the College of Medicine Research Mentoring Program.
Seek development funds to establish a Center of Excellence for Allied Health Research within the
College.
Objectives
Establish a task force to develop the purpose, structure, and funding for the Center and an
Implementation plan. A focus on allied health outcomes research and evidence-based practice
should be a priority. Other center activities may include research related to health promotion,
wellness and disease prevention (smoking and tobacco abuse, drug and alcohol abuse, obesity and
nutrition, fitness, healthy lifestyle, accident avoidance, stress, anxiety, depression, grief); workforce
research (human resources/healthcare delivery); chronic disease management (heart disease, cancer,
stroke, asthma, COPD, diabetes, other); and educational research (teaching, learning, methods,
evaluation).
Action Plan
Implement a research office within the College to be led by an associate dean for research. This
office would be charged with faculty development, providing assistance with developing ideas,
finding potential funding, collaboration across departments and colleges, grant writing assistance,
assistance with research design and statistics, study management and publication assistance.
2. Identify funds for seed grants and establish an Internal Grant Review Committee for administering
these funds.
3. Establish a subcommittee of the College Strategic Planning Committee to develop a strategic
research plan for the College. This plan should include identifying areas of potential growth or
concentration and opportunities for interdisciplinary and collaborative research.
4. Evaluate current research activities within the College and available support infrastructure,
including laboratories and equipment.
5. Establish a Research Collaborative Group to meet on a regular basis to provide a forum for
discussion, mentoring and faculty assistance.
6. Ensure College participation in university efforts to establish a clinical translational science research
center (CTSC).
7. Seek development funding for a Center of Excellence for Research in Allied Health, as described
above.
8. Encourage implementation of a student research project requirement for all programs.
9. Ensure the promotion and tenure and annual faculty evaluation procedures recognize and reward
excellence in research and scholarship.
10. Develop expectations that that all departments participate each year in the Rush research forum.
11. Expect each department each year to have at least one research goal.
1.
Outcomes
These expected outcomes will facilitate monitoring and evaluation of the research strategies:
1. Using 2006 as a baseline, there will be a marked increase in grant submissions by 2012. These
grants will have a CHS faculty member as PI or Co-PI
2. Using 2006 as a baseline, the number of peer-reviewed or invited presentations and publications will
increase by 25% by 2012.
3. The CHS will double funding for research by 2012 (as compared to 2006)
One attribute of outstanding allied health schools is the ability to make important contributions in the area of
service. Professional service may include participation at the state, national and international levels in
39
activities to advance the effectiveness of the allied health professions. Faculty professional service activities
to be encouraged may include service as reviewers or editorial board members for professional journals;
participation in professional association and society committees (members, committee chairs), boards
(members, officers); and participation on community and governmental advisory panels. Community service
and outreach activities may include volunteer activities (health fairs, talks, presentations, clinical outreach)
and service on community boards and service committees and other community education and service
activities.
Professional continuing education is also provided by many allied health schools. Current practitioners must
keep up with advances in their disciplines, and allied health faculty are uniquely well prepared to assist in
providing courses and programs to meet this need. Continuing education is also required for licensure in
most allied health fields. Last, continuing education can be a source of income for allied health schools to
help support other activities, such as faculty professional development.
Strategic Objectives - Service Excellence
The following are the College’s strategic objectives related to service. These objectives will continue to be
revised and refined based on recommendations from the College Strategic Planning Committee.
1.
2.
3.
1.
2.
3.
4.
5.
Promote faculty participation in state, regional, national and international professional service
activities such as professional associations, editorial boards, examination boards, and specialized
educational accreditation agencies as members, committee appointees, committee chairs, officers
and leaders.
Promote faculty participation in community service activities as volunteers and leaders.
Develop an active continuing education division for both live programs and internet-based programs
for providing high quality professional continuing education.
Action Plan
Ensure that promotion and tenure and annual faculty evaluation procedures recognize and reward
excellence in service.
Review current continuing education programs in the College and adjust, as appropriate, to provide
funding incentives for continuing education activities.
Consider purchase of an internet-based continuing education administration system (such as
Netkeva) that provides online course registration, fee payment, course content delivery, transcripts
and certificates of completion.
Develop and disseminate a data base of CHS faculty experts on selected topics.
Develop a CHS faculty speakers’ bureau and make the bureau available to community
organizations.
Rush University integrates patient care, education and research through the practitioner-teacher model.
Clinical education of students, faculty practice, and clinical services all contribute to providing high quality
patient care. In addition to supervising clinical training and clinical experiences for College of Health
Sciences students, many College faculty have clinical or administrative responsibilities within Rush
University Medical Center.
Strategic Objectives – Excellence in Patient Care
The following are strategic objectives related to excellence in patient care. These objectives will continue to
be reviewed and revised based on recommendations from the College Strategic Planning Committee.
Strategic Objectives.
1. Define excellence in patient care for each profession and define how it is practiced by faculty and
students.
2. Consider implementation of new university provided clinical services to include specialty and /or
multidisciplinary allied health services.
40
3.
4.
5.
Consider implementation of a faculty practice plan for the College for faculty that have billable
services.
Establish infrastructure to conduct patient care related research such as clinical outcomes, clinical
resource allocation, and clinical application of translational sciences.
Ensure the integration of clinical practice and teaching through case-based, problem-based, and
evidence-based learning and the use of simulation laboratories and/or standardized patients.
Action Plan
1. Review current clinical activities for faculty and students within the College for use as a basis for
planning.
2. Ensure that promotion, tenure, and faculty evaluation procedures appropriately recognize and
reward excellence in patient care.
3. Establish a Patient Care Committee to investigate strategic objectives two and three and make
recommendations to the Chairs Council.
41
Including
for the
of the
GRADUATE COLLEGE
of
RUSH UNIVERSITY
May 19, 2009
³7KHVHGraduate College Policies and Procedures are in conformance with Rush University Rules
for Governance. A complete understanding of the Graduate College Policies and Procedures for the
Rush University Rules for Governance requires reading the relevant Articles and Sections in the
Rush University Rules for Governance which are referenced below in parentheses where
applicable.´
i
CONTENTS
ARTICLE I ± THE GRADUATE COLLEGE
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
Purpose of the Graduate College«««««««««««««««««««
Graduate College Mission and Vision «««««««««««««««««
Graduate College Structure«««««««««««««««««««««
Approval of Policies and Procedures for the Graduate College«««««««.2
Approval of Policies and Procedures for the Graduate College«««««««
ARTICLE II ± FACULTY ORGANIZATION
Section 1.
Faculty Status«««««««««««««««««««««««««««
(a) Active Faculty««««««««««««««««««««««.4
(b) Emeritus Member Status««««««««««««««««««
(c) Adjunct Member Status««««««««««««««««.4
(d) Recommendations for Appointments««««««««««««« 4
(e) Terms of Appointment««««««««««««««««««« 5
(f) Conditions of Appointment«««««««««««««««««5
(g) Leaves of Absence«««««««««««««««««««««
(h) Termination, Suspension and Appeal«««««««««««««
(i) Policies and Procedures for Actions Against and Appeals by a«««...6
Faculty Member
Section 2.
The Graduate College Council«««««««««««««««««««««
(a) Graduate College Council Membership«««««««««««««
(b) Method of Selection««««««««««««««««««««
(c) Terms of Office««««««««««««««««««««««
(d) Resignations«««««««««««««««««««««««
(e) Committee Formation«««««««««««««««««««
(f) Meetings««««««««««««««««««««««««
(g) Rules of Order««««««««««««««««««««««
(h) Committee on Course Evaluation«««««««««««««««
ARTICLE III ± ORGANIZATION OF COLLEGE DIVISIONS
Section 1.
Section 2.
Section 3.
Section 4.
College Divisions«««««««««««««««««««««««««11
Forming a Graduate College Division«««««««««««««««««
Dissolving a Division«««««««««««««««««««««««
Division Review««««««««««««««««««««««««««
ii
ARTICLE IV ± THE STUDENT BODY
Section 1.
Section 2.
Section 3.
Acceptance of Students Into College Programs«««««««««««««
Academic Policies««««««««««««««««««««««««
(a) Course and Examination Policies«««««««««««««
(b) Pass/No Pass Grades«««««««««««««««««««
(c) Good Academic Standing«««««««««««««««««
(d) Academic Difficulty«««««««««««««««««««.18
(e) Dismissal«««««««««««««««««««««««..18
(f) Full-Time Enrollment««««««««««««««««««..18
(g) Residency«««««««««««««««««««««««
(h) Readmission««««««««««««««««««««««
(i) Academic Progression««««««««««««««««««
(j) Student Academic Appeals Policy««««««««««««««
(k) Ongoing Training in Ethics««««««««««««««««
Student Government««««««««««««««««««««««««
ARTICLE V ± $'9$1&('&$1','$&<$1'0$67(5¶6
DEGREE POLICIES
Section 1.
Section 2.
Advanced Candidacy Procedures«««««««««««««««««««
(a) Qualification for Candidacy««««««««««««««««
(b) Student Dissertation Committee«««««««««««««««
(c) Dissertation Committee Composition«««««««««««««
(d) Dissertation Committee Responsibility and Timeline««««««...23
(e) Changes in Dissertation Committee Composition««««««««
(f) Public Defense of the Dissertation««««««««««««««23
(g) Dissertation Approval«««««««««««««««««««24
Student Thesis Committee«««««««««««««««««««««
iii
ARTICLE I
THE GRADUATE COLLEGE
Section 1.
Purpose of the Graduate College
(a) The purposes of Rush University are to educate students as practitioners, scientists, and teachers
who will become leaders in advancing health care and to further the advancement of knowledge
through research. The Graduate College, as an integral component of the University, seeks to
prepare research investigators and leaders in the basic sciences focused on translational research.
The College also aspires to make meaningful and significant contributions to the basic sciences
through excellence in research and scholarship. In keeping with the Rush University practitionerteacher model, the College integrates research, scholarship, and service into the teaching-learning
process.
Section 2.
Graduate College Mission and Vision
(a) The mission of the Graduate College of Rush University is to promote and assure excellence in
research education and mentoring programs responsible for training outstanding and diverse
candidates in the basic and clinical sciences.
(b) The vision of the Graduate College of Rush University is that its graduates will become
productive scientists, educators, and leaders in their respective fields. In the arenas of academia,
industry, and government, they will compete successfully for funding and train the next generation
of researchers and educators.
Section 3.
Graduate College Structure
(a) The Graduate College is organized by divisions. All divisions will reside within Rush Medical
College departments or within the colleges of Nursing or Health Sciences. Each division will be led
by a division director aSSRLQWHGE\WKHGHSDUWPHQW¶VFKDLUSHUVRQEach division is comprised of all
duly appointed faculty of the Graduate College who are herein referred to as Members of the
Graduate College; there being no academic rank in the College.
(b) The senior representative body of the faculty Members of the Graduate College shall be referred
to herein as the Graduate College Council. It will be comprised of all division directors, an elected
Member representing each division, and three elected student representatives from the student body.
(c) The Dean of Graduate College has responsibility and accountability for administration of the
College and shall exercise the chief executive function of the College. The Graduate College Dean
reports to the Provost of Rush University. The Graduate College Dean:
(1) shall call meetings of the faculty at such times as s/he or the Graduate College Council may
deem necessary. At least one such meeting must be held each year
(2) shall formulate and present policies to the Graduate College faculty for its consideration
1
(3) shall serve as the medium of communication for all official business of the College with
other Medical Center, university authorities, faculty and students
(4) shall prepare the budget of the College
(5) shall provide consultation and recommendations concerning college matters such as:
program/division evaluation, faculty appointments, and student admissions and progression.
(d) Responsibilities will include:
(1) establishing the administrative structure of the Graduate College with approval of the Board
of Overseers, the duly appointed committee of the Board of Trustees to oversee the operation
of Rush University (Article I: Section 4c)
(2) represent the Graduate College on the Executive Leadership Council, the 3URYRVW¶VCouncil,
and other related groups
(3) maintain high educational standards in compliance with accreditation guidelines and the
mission of the College
(4) leadership in the development, updating and implementation of the Graduate College¶V
strategic plans
(5) perform regular division reviews in conjunction with the Graduate College Council
(6) oversee the continuous improvement of a curriculum that reflects the current/future needs of
the students, clients, and the research community in a cost-effective manner
(7) support a comprehensive student recruitment and retention program to attain a qualified,
diverse student body
(8) foster research in the disciplines that comprise the Graduate College
(9) support the recruitment and retention of a highly qualified and diverse faculty and provide an
environment that develops their potential
(10) foster a culturally sensitive environment in the College and University
(11) seek increased endowment funds and expendable support monies for student stipends and
programs in research, education, and practice that relate to the mission of the college
(12) develop a budget and allocate resources to support the College
(13) promote a culture of shared governance with the faculty
(14) assure the involvement of students, faculty and staff in the annual written performance
evaluation of the Dean, the Associate and Assistant Deans, and the division directors of the
division
(e)
The Dean of the Graduate College may be assisted by one or more associate and/or assistant
deans. The associate and assistant deans may run programs or Graduate College committees that
meet the goals of the College. The associate and assistant deans are appointed by the Dean and
facilitate the responsibilities of the Dean and the colOHJH¶V administrative office
(f)
The College will be supported by an administrative staff.
Section 4.
Approval of Policies and Procedures for the Graduate College
(a) All Policies and Procedures must be approved by a majority of the Graduate College Council.
Following approval by the Graduate College Council, the Policies and Procedures for the Graduate
College must be approved by a majority of the members of the Graduate College by secret ballot.
2
Following approval by the members, the document will be approved by University Council
following review of its consistency and concordance with the University Rules for Governance. The
document will then be submitted for approval by the Provost, the President, and the UQLYHUVLW\¶V
Board of Trustees as stipulated in the Rush University Rules for Governance (Article I: Section 6).
Section 5:
Amending the Policies and Procedures
(a) Amendments to the Graduate College Policies and Procedures for the Rush University Rules for
Governance may be initiated by the Dean, by the Graduate College Council, or by petition of at least
six (6) voting Members from two or more divisions. Any proposals for change should be submitted
in writing to the Graduate College Council, including the rationale for the change. The petitioner(s)
may be asked to make an oral presentation of the proposal to the Council. The Council may solicit
additional information from the petitioner(s) or others before approving, disapproving, or revising
the proposal for change. The Graduate College Council will submit a decision in writing to the
petitioner(s).
(b) Following approval of the proposed amendment(s) by a two-thirds majority vote of the Graduate
College Council, the Council will determine if the change is substantive enough to merit a vote by
the Members of the College. If yes, the change will be processed through secret ballot of the
College¶V Members, University Council, PURYRVW¶VOffice, PUHVLGHQW¶VOffice, and the Board of
Overseers, as stipulated in the Rules for Governance as described above. If no, the policy will go
into effect immediately and be voted on by the College Members DWWKHQH[WUHYLHZRIWKH&ROOHJH¶V
Policies and Procedures. ,IWKHSHWLWLRQHU¶VGLVDJUHHZLWKWKH&RXQFLO¶VILndings, they can appeal to
the Council to bring the new policy to a College Member ballot.
(c) Interim changes to the Policies and Procedures document can be implemented immediately
following two readings of the policy change at Graduate College Council meetings. Such interim
approval requires a two-thirds majority. However, these policy changes will be approved by the
faculty at large at the next annual meeting in order to remain in effect while awaiting the next
general Policies and Procedures review. A simple majority of the Graduate College Council can
request a formal vote on any policy issue by the entire College faculty by petitioning the Dean in
writing. During that approval period, implementation of that policy or procedure will be suspended.
(d) The Rules for Governance of the Graduate College containing its Policies and Procedures must
be fully updated and approved every five (5) years by a majority of the Members of the Graduate
College.
3
ARTICLE II
Section 1:
(a)
Faculty Status
Active Faculty
Active faculty in the College shall be made up of duly appointed Members. Member status in the
College may be conferred to individuals who provide mentoring to students and/or serve on graduate
student committees and/or teach for the College. As sucKLWLVDQWLFLSDWHGWKDWWKHSHWLWLRQHU¶V
curriculum vitae will contain evidence of research experience, scholarly achievement, the capability
to mentor students in research implementation and teach at the graduate level. The Graduate College
does not provide rank and following appointment, active faculty will be designated as a Member of
the Graduate College. Members of the Graduate College must hold appointments in other colleges
of Rush University.
(b)
Emeritus Member Status
Members who intend to retire may petition their division director for nomination to Emeritus status.
The division director will submit a letter to the Dean detailing the rationale for maintaining Emeritus
Member status. Upon recommendation by the Dean, the nomination will be forwarded to the
Graduate College Council for approval. Upon approval by the Graduate College Council and
acceptance by the Dean, the Emeritus Member will be informed in writing of the approval and will
then have all rights and privileges afforded regular Member status, but will not have the right to vote
(Article II; Section 2b).
(c)
Adjunct Member Status
Faculty at other institutions may petition for Adjunct Member status in the College, but shall neither
be considered active Members for voting purposes, nor active faculty of Rush University. Adjunct
Members may take part in College faculty meetings, teach in the College, serve on student research
committees, or advise students, but do not have the right to vote (Article II; Section 2d)
(d)
Recommendations for Appointments
Faculty holding primary appointments in other colleges at Rush University may petition for regular
membership. All recommendations for faculty membership shall originate with the division director.
The division director will nominate a faculty member for appointment in the College in a written
statement to the Dean. This letter will summarize WKHSRWHQWLDOPHPEHU¶V credentials in research,
scholarly activity and mentoring, and EHDFFRPSDQLHGE\WKHDSSOLFDQW¶VFXUULFXOXPvitae.
(1) Although no formal criteria for appointment as a Member of the Graduate College are established,
it is anticipated that the proposed Member will exhibit:
4
a.
b.
c.
d.
demonstration of excellence in research through publication in peer-reviewed articles as
evidenced by first author and/or senior authorship status.
a history or potential to mentor students in the research process.
a history or potential to teach at the graduate college level.
although an MD, PhD, PharmD or other type of doctoral degree is normally
required, faculty with a MS degree with a well established publication and
mentoring history shall be considered.
(2) 7KHGLYLVLRQGLUHFWRU¶V letter will be forwarded, in advance, to the Graduate College Council
with an updated curriculum vitae. The division director will present the potential member to the
Graduate College Council and the Council will recommend the Member to the Dean following
approval by a simple majority. Member rank in the Graduate College will be conferred in writing to
the petitioner and his/her division director by the Dean within sixty (60) days of recommendation.
After acceptance as a Member, the division director will provide an up to date curriculum vitae to
the Graduate College Office for inclusion iQWKH0HPEHU¶VSHUPDQHQWILOH
(e)
Terms of Appointment
(1) The term of membership in the Graduate College will continue as long as the Member holds an
appointment within another college of Rush University or status is changed by the Graduate College
Council.
(2) Adjunct and Emeritus Members who have successfully petitioned for membership in the
Graduate College, must be approved by the Dean annually following a written request by the
division director.
(f)
Conditions of Appointment
Members, Adjunct Members and Emeritus Members of the Graduate College accept their
appointments with the understanding that they will abide by the Rules for Governance of the College
and University. They also acknowledge that they may be called upon to mentor students, sit on
advisory committees, teach within the College, or provide service to the College. The Members,
Adjunct Members and Emeritus Members understand that they also will continue to pursue research
and other scholarly activities.
(g)
Leaves of Absence
(1) Article II, Section 2-17 of the Rules of Governance of Rush University provides conditions for
the granting of scholarly and non-scholarly leaves of absence to faculty. The Graduate College does
not provide for leaves of absence, but if a faculty member in another college is granted such a leave,
the Graduate College will honor the conditions of that leave. The Member will notify the Graduate
College Dean of the intended leave and its duration.
(2) Similarly, the Graduate College does not provide personal leaves of absence, but will honor
leaves granted by other colleges according to its Rules for Governance. Upon completion of the
OHDYHWKH0HPEHU¶VIDFXOW\VWDWXVZLOOEHUHLQVWDWHG
5
(h)
Termination, Suspension and Appeal
Appointments to the faculty may be terminated by retirement, non-renewal for Adjunct or Emeritus
Members, acceptance of resignation, or recommendation by the division director for cause.
(1) Members anticipating retirement or leaving the University will submit a letter of resignation
to the Dean through their division director.
(2) Membership in the Graduate College can be terminated following recommendation of the
division director to the DHDQIROORZLQJDSSURYDOE\WKH0HPEHU¶VFKDLUSHUVRQ7KH0HPEHU
must be notified by letter at least three (3) months prior to the intended time of termination.
(i)
Policies and Procedures for Actions Against and Appeals by a Faculty Member
(1) Actions against a faculty Member are termination or suspension of appointment.
Recommendation for actions against a Member must be for cause as outlined in Article II
Section 3 of the University Rules for Governance and will be initiated by the division
GLUHFWRUZLWKDSSURYDOE\WKH0HPEHU¶VFKDLUSHUVRQ. Such recommendations can be made
only after discussion between the Member and his/her department chairperson fail to reach a
mutually acceptable agreement. If a mutually acceptable agreement is not reached, there will
be an informal inquiry by WKH0HPEHU¶V graduate division committee within the department.
The committee will issue a nonbinding opinion regarding the proposed action(s) to the
division director, department chairperson and the Member. Following review of the nonbinding opinion of the committee, the division director may choose to recommend
termination or suspension of appointment, or to dismiss the proposed action. Should the
division director determine that the termination or suspension of the Member is warranted,
s/he shall provide the Member and the Dean the reason(s) for the action(s) in writing, within
ten (10) working days of receipt of the opinion.
(2) Upon receipt of such a statement from the division director, the Member shall have the right,
within ten (10) working days, to request in writing, a review before the Graduate College
Council. Such a request shall be addressed to the Dean.
(3) The Graduate College Council will hold joint pre-review hearings with the parties and their
legal counsel, if any, in order to clarify issues, affect stipulations of fact, provide for
exchange of documents or other information, and achieve such other pre-review objectives as
will make the hearing fair, effective, and expeditious.
(4) Service of notice of the review by the Graduate College Council will be made at least ten
(10) working days prior to the review. Notice will be provided by certified mail or by a
commercial carrier, which can establish receipt of notice to the Member's last known address.
The Member may waive appearing before the Council for a hearing and may respond to the
charges in writing at any time before the date scheduled for the review. No individuals from
the division involved will be eligible to vote at the appeal hearing. Members of the Graduate
College Council may disqualify themselves for any reason. The Council will elect a
chairperson to serve as the chair for the meeting. If the Member waives a hearing, but denies
the charges against him/her, or asserts that the charges do not support a finding of adequate
cause, the Council will evaluate all available evidence and rest its recommendation upon the
6
evidence in the record, and will submit a written report of its findings and the evidence used
to the Member, the division director, the Dean and the Provost.
(5) The Graduate College Council will hold its formal review in executive session. Pending a
decision by the Council, the Member may be suspended from some or all duties by the
division director, with approval of the Dean or be assigned to other duties in lieu of
suspension. If the faculty member received a salary, such salary may continue during
suspension.
(6) During the review, the Member will be permitted to have legal counsel present, at his or her
own expense, and may request that witnesses appear before the review committee. The
chairperson and the Graduate College Council may also request that counsel be present
during the review.
(7) Minutes of the review will be taken and a copy of the minutes will be made available without
cost to the appealing Member, the division director and the Dean.
(8) Public statements and publicity about the case by either the Member or administrative
officers will be avoided so far as is possible until the proceedings have been completed. The
Graduate College Council members, the Member, and the Dean or his/her representative will
have the right to question all witnesses. Where the witnesses cannot or will not appear, the
Graduate College Council has the discretion to admit their statements into the record. The
Dean, the department chair, the Provost, and the Member will be notified of the Appeals
Committee's decision in writing.
(9) If the Graduate College Council concludes that adequate cause for suspension or dismissal
has been established, it will be so recommend. If the Graduate College Council concludes
that adequate cause for suspension or dismissal has been established, but that a lesser penalty
would be more appropriate, it will be so recommended with supporting reasons. If the
Graduate College Council should conclude that adequate cause for suspension or dismissal
has not been established by the evidence in record, it will be so report. The division director,
with the advice of the Dean, will have the option either to accept the findings, to not accept
the findings or to withdraw the suspension or dismissal action. If the division director should
not accept the findings and recommendations of the Graduate College Council, his/her
reasons for doing so shall be submitted in writing to the Graduate College Council, the Dean,
the Provost, and the Member within ten (10) working days of receipt of the Graduate College
Council report. The final decision will rest with the Dean.
(10) Should the Member disagree with the outcome of the appeals process as described above,
she/he may appeal to University Council in a letter addressed to the chair of the University
Council as specified in the Rules of Governance Article II: Section 11c
(11) Non-renewal of Adjunct or Emeritus status cannot be grieved
Section 2:
The Graduate College Council
The Graduate College Council is the duly designated senior representative body of the Graduate
College (Article II: Section 9). It will reflect the intentions of the faculty at large. It will:
1.
2.
3.
4.
meet on a regular basis
publicize all meetings
distribute all approved minutes
oversee all aspects of the College
7
5.
6.
7.
8.
9.
(a)
advise the Dean of the College on its activities
establish policies and procedures for the College and its students
oversee evaluation of its courses and curriculum
designate one of its members to serve on University Council
serve as the court of appeals for all faculty and student matters
Graduate College Council Membership
(1) The Graduate College Council shall consist of two (2) members from each division within the
Graduate College, three (3) student representatives from the Graduate College student body, the
Graduate College Dean, associate deans, and assistant deans. The Dean or his/her designee
shall serve as its chair.
(2) Division directors will serve as one division representative from the division on the Graduate
College Council, but will not be eligible to vote.
(3) The second division representative will be elected by a majority of the Members in his/her
division.
(4) The College Dean and associate/assistant deans will serve as ex officio members.
(5) One (1) student representative at large will be elected by the student body and have voting
privileges.
(6) The elected President and Vice President of the Graduate Student Council will also serve as
members of the Council with voting privileges.
(b)
Method of Selection
(1) Division directors are appointed by the appropriate department chairperson and serve at the
discretion of that chair. The division director shall be a Member of the Graduate College.
(2) The elected divisional representative(s) will be nominated by the division director from the
Members in each division and be subsequently elected to that position by a majority of the
Members in that division. Election of new division representatives will be completed in time to
seat a new Council by the September Graduate College Council meeting.
(3) One (1) elected at large student representatives will be elected by a majority of the voting
student body in time to seat its new representatives by the January Graduate College Council
meeting.
(4) The elected president and vice president of the Graduate Student Council will automatically
become voting student representatives on the Graduate College Council. If the elected president
or vice president is a voting member of the Council at the time of his/her election, an election
must be held immediately to identify a new voting, at large student member.
(c)
Terms of Office
(1) Terms of office on the Graduate College Council for elected division representatives shall be for
two (2) years. Under ordinary circumstances a member may be re-elected to the Graduate
College Council for two succeeding term. Only under special circumstance may an elected
representative serve for more than three terms and shall do so only following approval by the
Graduate College Council. The term of office will officially begin on September 1 and end on
August 30th.
8
(2) Terms of office for elected at large student representatives will be for two (2) years. The term
of office will officially begin January 1 and end December 31. The terms of student
representatives will be staggered whenever possible.
(3) The following divisions will nominate representatives by September 1st in odd numbered years:
a.
b.
c.
d.
e.
Immunology/microbiology
Molecular Biophysics and Physiology
Biochemistry
Nursing
Neuroscience
The following divisions will nominate representatives by September 1 of even numbered years:
a.
b.
c.
d.
Pharmacology
Anatomy and Cell Biology
Medical Physics
Behavioral Sciences
The Dean will orient every new member to policies and procedures prior to the beginning of
their term.
(d)
Resignations
Requests for resignation from the Graduate College Council must be petitioned through the
division director. The division director will notify the Dean of the impending vacancy. The
division will then hold a separate election for the new voting member to serve out the remainder
RIWKHIRUPHUUHSUHVHQWDWLYH¶VWHUPIf there are more than twelve (12) months remaining on the
voting mePEHU¶VWHUPLWZLOOFRXQWDVWKHILUVWWHUPRIWKHVL[-year maximum tenure on the
Graduate College Council. In the case of a student representative, resignations must be
petitioned through the Student Council President. In the case of resignation of a student voting
member, new elections will be immediately held by the Graduate Student Council for a
replacement to serve out the remaining term.
(e)
Committee formation
The Graduate College Council will designate all committees needed to carry out its mission and
the mission of the College. The establishment of any committee must be approved by the Dean.
(f)
Meetings
(1) The Graduate College Council will meet on a regular basis (preferably monthly). Agendas
for that meeting will be distributed to the Council prior to each meeting along with the
minutes from the previous meeting. All meetings are open to Members. Following approval
of the minutes, they will be distributed to all Members via e-mail. These minutes will contain
the time of the next scheduled meeting. An electronic and paper copy of approved minutes
will be kept on file for all Graduate College Council meetings.
9
(2) The Graduate College Council can move into executive session at any time to discuss
topics that may be too sensitive for public disclosure. A simple majority is required to call an
executive session.
(3) The Dean, five voting members of the Graduate College Council, or five Members of the
Graduate College can call for a special meeting of the Council at any time. Requests for
special meetings must be made in writing to the Dean, and the faculty at large must be
informed of any such special meeting. Such notice will include an agenda for the special
meeting.
(4) The Dean, in conjunction with the Graduate College Council, will conduct an annual
meeting of the faculty Members at large. The Members shall be informed of this meeting.
The purpose of this meeting is to inform the faculty of the current status of the College, seek
approval for any interim Policy and Procedure changes, vote on Rules for Governance and
Policy and Procedure Documents, and provide an open forum for discussion of College
activities.
(g)
Rules of Order
All meetings will be conducted according to Robert's Rules of Order by the Officers of the
Committee in their sequence. Unless otherwise specified, motion approval will require a simple
majority.
(h)
Committee on Course Evaluation
The Graduate College Committee on Course Evaluation (GCCCE) will be a committee
designated by the Graduate College Council. Its purpose will be to examine all Graduate
College courses, organize the data, and then report to the Graduate College Council in a timely
fashion. The GCCCE will be headed by the Assistant Dean, ex officio of the College with
administrative support from the GC office. It will be comprised of four faculty members (who
cannot be core course directors) and two students. Division directors and the Graduate Student
Council will nominate representatives who will then be elected by the Graduate College faculty
and GC student body, respectively.
10
ARTICLE III
ORGANIZATION OF COLLEGE DIVISIONS
Section 1:
College Divisions
(a) The primary mission of the division is to oversee the graduate program in its department. The
division is the functional unit of the Graduate College. Medical, Nursing or Health Science college
departments or sections will support a division. The Graduate College will provide funds to support
WKHGLYLVLRQ¶VPLVVLRQZLWKLQWKHGHSDUWPHQWRUVHFWLRQ. The functions of the division are to:
(1) oversee student admissions to the division
(2) ensure the education of its students in general science
(3) oversee the education of its students in the GLYLVLRQ¶VDUHDRIVSHFLDOW\
(4) provide research mentoring for its students
(5) establish criteria for qualification for advanced candidacy
(6) establish criteria for completion of dissertation work
(7) ensure that its students comply with all regulations established by the University
(8) foster critical thinking in science
(9) prepare the student for a future career in research
(10) contribute to the teaching mission of the Graduate College
(11) participate in Graduate College committees
(b) The division director LVUHVSRQVLEOHIRULPSOHPHQWDWLRQRIWKHGLYLVLRQ¶VPLVVLRQThe division
director shall be a Member in good standing within the Graduate College. The division director is
appointed by the chairperson or section director and serves at the pleasure of the chair/section
director. In all matters relating to the Graduate College, the division director reports to the Dean of
the Graduate College. It is anticipated that the division director will keep their departmental
chair/section director informed of the activities within the Graduate College. The division director:
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
monitors the application pool for its division
UHFRPPHQGVDFFHSWDQFHRIVWXGHQWVWRWKHGLYLVLRQ¶VSURJUDP
recruits potential students to its division
recommends faculty within the divisions department for membership in the Graduate College
monitors the progress of all students within the division
participates in the Graduate College Council as an ex officio member
ensures the completion of division requirements by all of its students
FKDLUVWKHGLYLVLRQ¶VJUDGXDWHVWXGHQWadvisory council
serves as a source of information to division Members and students regarding all matters
associated with the Graduate College
(10) monitors the quality of courses offered within the division
(11) monitors student compliance in all University regulatory policies
(c) Each division shall have a graduate student advisory group composed of Members of the
Graduate College that meet at least twice a year to monitor and discuss the progress of its students.
It is expected that this group will report on a regular basis to the department/section. In cases of
11
Graduate College Member or student grievances, WKHGLYLVLRQ¶VDdvisory group shall function in the
mediation process if the Member or student has failed to obtain satisfaction in meeting with the
course director/laboratory mentor and/or division director. If the grievance involves the division
director, the advisory committee will elect an acting chair during the grievance process.
Section 2:
Forming a Graduate College Division
(a) New Graduate College divisions are formed by petitioning the Dean. A new division shall
provide a program that is unique among the existing divisions and predict enrollment numbers of
students who will perform a research project as part of their advanced degree. The formation of a
new division shall not be allowed if its formation creates a conflict or foreseen competition with an
existing division. Formation of a new division can only occur with the DSSURYDORIWKHGHSDUWPHQW¶V
RUVHFWLRQ¶VFKDLUSHUVRQRUDQRWKHUFROOHJH¶VGHDQ
(b) Although research is the primary criterion for such a petition, the case must be made that the
research projects performed by students of the proposed division are not part of some other
certification process (e.g., a capstone research project in a recognized professional program where an
external certification body is involved). Thus, a division shall be formed when its students would be
FRQGXFWLQJLQGHSHQGHQWUHVHDUFKDQGWKHUHVHDUFKHOHPHQWRIWKDWVWXGHQW¶VSURJUDPZRXOGTXDOLIy
for oversight by an outside certification body. The steps involved in forming a new division are as
follows:
(1) there shall be an initial discussion with the Graduate College Dean to evaluate the feasibility
of the formation and to establish that its formation would not constitute a conflict with an
H[LVWLQJGLYLVLRQ¶VPLVVLRQ
(2) following the discussion with the Dean, the department/section/college will submit a written
plan for the formation of the division to the Dean that will include a statement of mission, an
intended curriculum, anticipated enrollment, anticipated faculty members, and a description
of types of research that would be conducted
(3) the Dean of the Graduate College will discuss the plan with the Provost
(4) following approval to proceed by the Provost, the written plan will be submitted to the
Graduate College Council for recommendation of acceptance to the Dean
(5) following approval by the Dean and Provost, the application for the new division will be
submitted for approval by the Rush University Board of Overseers
(6) following approval by all representative bodies at Rush, the application would then be
submitted to the Illinois Board of Higher Education
(7) pending approval by the Illinois Board of Higher Education, the appointed division director
will petition the recommendation of new Members before the Graduate College Council
(8) once Members have been identified, an election will be held within the division by its
Members for voting representation on the Council
Section 3:
Dissolving a Division
(a) A division can be dissolved through petition to the Dean with approval of the Graduate College
Council. The division director will submit a written statement to the Dean outlining the reason for
the dissolution. A 2/3 majority of current Members of the division and the department/section
12
chairperson or college dean responsible for the division must sign this petition. The letter shall also
outline the potential impact of such dissolution on the Graduate College. A division can only be
dissolved once all students in that division have completed their programs or a contingency plan that
will not adversely affect the students has been developed and accepted by all parties. The steps in
this process are as follows:
1.
2.
3.
4.
5.
petition to the Dean
permission from the Provost
recommendation for approval by the Graduate College Council
approval by the University Board of Overseers
submission of letter to the State Board of Higher Education
(b) Upon dissolution, all Members of that division will forfeit their Member status in the Graduate
College. Membership can be reinstated through petition to the Council by another division director.
Section 4:
Division Review
All divisions within the College will be reviewed every five (5) years. The Dean of the College will
establish the specific review process, but it is expected that the departmental/section chairperson or
responsible dean, division director, Members, and students will be interviewed as part of this
process. The process shall occur in two steps:
Step 1: The division director will be sent a set of questions approved by the Graduate College
Council concerning the perceived status of the program and its well-being. In addition, the
division director will be sent a request for general information about the division¶s activities and
enrollment. The general information request will include information for a five-year period and
shall include:
1. enrollment numbers
2. number of applicants
3. number of matriculants
4. number of graduates
5. the gender determinations for the matriculants
6. numbers of students from under-represented minorities
7. numbers of students who have been placed on academic probation
8. student publication numbers
9. number of Members in the division along with lost or new Members during that period
10. Member productivity profiles (numbers of peer-reviewed publications and amount of
external funding).
11. Member teaching activities
12. number of division graduate advisory committee meetings held/year
13. DFRS\RIWKHGLYLVLRQ¶VJUDGXDWHVWXGHQWKDQGERRN
14. D³YLVLRQRI WKHIXWXUH´VWDWHPHQWE\WKHGLYLVLRQGLUHFWRU
Step 2: Two members of the Graduate College Council will interview at least two Members of the
division, at least two students, the division director and the departmental/section chairperson or
13
relevant college dean. The review committee will collate and digest the information and then
write a report. This report will be submitted to the Graduate College Council for review and
discussion. The Council will then recommend to the Dean that the report be accepted or that a
more in-depth review be initiated. If the latter, the Dean will form a task force of college
Members to follow up on the initial review. If significant problems are identified by this second
review, the dean will prepare a remediation plan in collaboration with the division director. This
milestone-driven plan will be sent to the department/section chairperson or college dean as well
as the Provost of the university. The Graduate College Council will monitor the implementation
of the plan and ZLOOGHWHUPLQHWKHGLYLVLRQ¶VFDSDELOLW\WRHIIHFWLYHO\FDUU\RXWDJUDGXDWH
program annually. Should the Graduate College Council determine that a division no longer has
the capability to carry out a graduate program; it will recommend dissolution of the division to
the Dean. A dissolution vote recommendation shall require a two-thirds majority of the Council.
14
ARTICALE IV
THE STUDENT BODY
The student body of the Graduate College comprises students seeking advanced training in research
leading to the Master of Science and Doctor of Philosophy degrees. These students participate in
coursework, laboratory exercises, research experiences, presentations, scholarly discussion, reading
groups, and conduct self-directed research. Students graduating from WKH&ROOHJH¶VSURJUDPVwill
UHFHLYHWUDLQLQJFRQVLVWHQWZLWKWKH&ROOHJH¶VYLVLRQ, which is to graduate students who will become
productive scientists, educators and leaders in their respective fields. In the arenas of academia,
industry and government, they will compete successfully for funding and train the next generation of
researchers and educators.
Section 1: Acceptance of Students into College Programs
(a) Students shall be admitted to the Graduate College by the Dean following recommendation from
the division director. Students should meet the following requirements:
(1) students will have taken the Graduate Record Exam (GRE) and demonstrated proficiency in
verbal, quantitative and writing
(2) if students are from a non-English speaking country, the Test Of English as a Foreign
Language (TOEFL) shall be a minimum of 79-80 (EBT), 213 (Computer based) or 550 (paper
based)
(3) students will have an undergraduate/graduate science major demonstrating competency in
science
(4) students without an undergraduate science major will have taken additional science courses
to ensure competency in general science, which would include introductory biology and
chemistry and at least two additional advanced science courses
(5) students who have not taken the GRE may be admitted if they have taken other
internationally recognized exams (e.g., Medical College Admission Test [MCAT])
(6) students with advanced degrees (e.g., graduate level MD or PharmD) will not be required to
take a placement exam
(7) students will have completed an application to the College
(8) students will have provided a complete set of official undergraduate and graduate college
transcripts (if applicable) along with three letters of recommendation
(b) The Graduate College Council may approve admittance of students who are deemed to have
questionable proficiency. 7KHGLYLVLRQGLUHFWRUZLOOSUHVHQWWKHVWXGHQW¶VFDVHDORQJZLWK
supporting documentation IURPWKHVWXGHQW¶Vapplication to the Council and provide a rationale as to
why the student should be admitted. The student shall be accepted if a simple majority of the
Council supports the applicant.
(c) Once a division has made the decision to accept a student, the division director will inform the
Dean by completing the Acceptance Routing Form (see appendix). This form shall include the
following information:
15
1.
2.
3.
4.
5.
6.
7.
full name of the student
expected date of matriculation
offers of financial support with the specific amount
offers of additional benefits (e.g., insurance coverage)
the possible need for involvement by the International Services Office
whether the student will pay tuition or the tuition will be waived
anticipated length of the acceptance
(1) 7KH'HDQZLOOLQIRUPWKHUHJLVWUDU¶VRIILFH, which will send out a general acceptance letter. The
Dean will also initiate an acceptance letter specifying the conditions and terms of the acceptance
including all information needed for the student to matriculate. The student will acknowledge
acceptance of the offer in writing by completing the UniveUVLW\¶V³,QWHQWWR5HJLVWHU´IRUP7KH
GLYLVLRQGLUHFWRUZLOOEHQRWLILHGZKHQWKLVIRUPLVUHFHLYHG7KHUHJLVWUDU¶VRIILFHZLOOVHQGDQ
additional packet of information to the student and the International Affairs Office will contact the
student if necessary. The division director will be the point of contact for any issues pertaining to
the division (e-mail address included in the acceptance letter) and the Graduate College office will
be the point of contact for all matters concerning the College or University.
(d) The same process will be followed for students to be rejected. The division director will provide
WKHGLYLVLRQ¶VQDPHVWXGHQWQDPHDQGSURYLGHWKHUHDVRQWKHVtudent is being rejected. The DHDQ¶V
office will then send out the rejection letter.
(e) A student cannot be accepted until their application file is complete.
(f) For regular classes on campus, once the student arrives on campus, they should inform the
division director immediately. They will have been sent forms for enrollment and given the date of
orientation. The students should attend orientation to facilitate the enrollment process that is
accomplished by the admissions office of the University. Registration for the matriculating Quarter
occurs as part of this process.
(g) Upon matriculation the division shall provide the student with a handbook outlining:
(1) all course requirements preferably with a year-by-year synopsis of recommended courses
with course numbers
(2) required grade performance for all required and elective courses
(3) requirements for qualifying exams
(4) description of the general content of the qualifying exam
(5) process for passing qualifying exams
(6) process for remediating qualifying exams
(7) selection of an advisor (if applicable)
(8) requirements for thesis/dissertation committee selection
(9) expectations for research work
(10) form of thesis/dissertation proposal
(11) thesis/dissertation committee process
(12) description of the defense process
(13) requirements for completion of degree
16
(14) time line for degree completion
(15) other materials relevant to the division not covered by the Graduate College student policies
Section 2:
Academic Policies
The Graduate College adopts college-wide policies and procedures and reviews division regulations.
Students follow the college and division policies in effect at the time of initial matriculation in the
Graduate College. However, The Graduate College and division reserve the right to make
substantive changes in its programs after the student's matriculation. Students shall be informed in
writing by the division director of any changes made during their tenure in the program. Students reentering the college after an absence, will be guided by policies and procedures in effect at the time
of re-entry.
(a) Course and Examination Policies
The examination policy is the responsibility of the individual course director who will inform
students of examination requirements for that particular course. The course director will distribute a
packet of information at the beginning of each class that:
(1) sets forth the grading policy
(2) includes the general objectives for the course
(3) includes the course schedule
(4) includes the learning objectives for each class
(5) if applicable identifies the period at the end of the quarter provided for preparation for final
examinations or for other end of quarter exercises.
(b) Pass/No Pass Grades
Each division identifies all courses required of its students. Required courses are usually taken for
grade and not under the pass/no pass (P/N) option. (Required courses also generally have a
minimum grade of B to remain in good academic standing in a division). Research hours are
generally graded using the P/N option. However, a division may opt to provide a letter grade for
research classes (under 600) for master's students. The grading policy for post-candidacy research
hours (over 600) for doctoral students shall be P/N.
(c) Good Academic Standing
To remain in good academic standing, students must maintain a cumulative grade point average
(GPA) of 3.0 and meet the requirements of his/her division. A student must be in good academic
standing to be admitted to candidacy and to graduate. Students failing to maintain a GPA of 3.0 will
be notified by the Dean in writiQJWKDWWKHLUVWXGHQWVWDWXVKDVEHHQFKDQJHGWR³RQSUREDWLRQ´
Students who fail to remediate their deficiencies within one academic year or are placed on
probationary status a third time, are subject to dismissal by The Graduate College. Once a student
KDVEHHQSODFHGRQDFDGHPLFSUREDWLRQWKHVWXGHQW¶VGLYLVLRQGLUHFWRUWRJHWKHUZLWKWKHVWXGHQW
will develop a written remediation plan that must be approved by the Dean. This may involve taking
the class over again, if possible, or substituting additional courses (special topics of readings classes)
to resolve the problem.
17
(1) 7KH5HJLVWUDU¶V2IILFHZLOOQRWLI\WKH'HDQZKHQDVWXGHQW¶V*3$IDOOVEHORZ7KH'HDQ
will automatically notify the student by certified letter of his/her change in academic standing and a
copy will be sent to the division director. 7KLVOHWWHUZLOOEHLQFOXGHGLQWKHVWXGHQW¶VSHUPDQHQWILOH
If a student fails to meet other requirements of a division, the division director will immediately
notify the Dean who will then notify the student by certified letter of his/her change in academic
standing.
(d) Academic Difficulty
Each division has policies and procedures regarding students who fail to maintain good academic
standing. While the responsibilities of informing students of their academic problems and of
establishing conditions for regaining good academic standing reside within the divisions, The
Graduate College Council monitors the progress and promotion of all students and gives final
approval to award students' degrees.
(e) Dismissal
Each division establishes grounds for dismissal beyond the minimal criteria established by The
Graduate College. Should a division recommend the dismissal of a student, the division director will
forward such recommendation to the Dean for final action. Letters of dismissal come from the
Dean. Appeal of a dismissal action begins within the appropriate division.
(f) Full-time Enrollment
Full-time enrollment is required of all Graduate College students with the exception of the Clinical
Research students and students within the Division of Nursing. Full-time students must register for
at least 12, but not more than 20, quarter hours per quarter. Students must obtain written permission
from the division director for exceptions to this policy. Students receiving a master's degree from
the Graduate College as a full-time student must be enrolled for a minimum of three quarters (12
hours per quarter). Part-time students earning a master's degree must be enrolled a minimum of two
quarters per academic year. The minimum requirement for graduation from the college is 48 hours
with a minimum of 24 completed as a student in the College. At the time of graduation, the student
must be enrolled in the College. The maximum time allowed for enrollment for a full-time master's
degree is four years starting the first quarter of official enrollment. No fewer than 45 quarter hours
of post-baccalaureate study shall be spent in residence at Rush University for the PhD. No fewer
than 33 quarter hours of post-master's study shall be spent in residence at Rush University for the
PhD degree.
(g) Residency
(1) Full-time Doctor of Philosophy (PhD) candidates are expected to meet all requirements for
graduation within five full-time enrolled academic years in the Graduate College (excluding leaves
of absence (see below)). This period begins the quarter in which the student formally matriculates.
A student exceeding that time limitation must submit to the Graduate College Council, in writing, a
request to extend their candidacy beyond that time period. This request must identify the reasons for
the extension and provide a written plan with reasonable deadlines for completion. This document
will be co-signed by the student's advisor and division director. The council will then vote whether
to accept the extension or not (passed by simple majority). The student's advisor will then provide
an update on the student's progress after six months. One year after the extension is granted, the
student is expected to complete all requirements. A second request may be made by the student's
18
advisor and division director, but only will be accepted through a two-thirds majority of the voting
members present at a formal hearing of the Graduate College Council. Within one year of that
second request, the student must complete all requirements for the PhD degree or face dismissal.
Alternatively, the student may be awarded a MS degree upon the recommendation of the student's
graduate division.
(2) Residency requirements for the PhD in the Division of Nursing differ from those of the other
divisions since the Division of Nursing allows pursuit of the degree part-time. PhD (post-master's)
students must complete degree requirements within eight years.
(h) Readmission
Any student who has withdrawn from the University or any dismissed student may apply for
readmission by submitting an application for this purpose to the Graduate College admissions office.
An interview may be required. A re-entering student must meet the conditions for re-enrollment
stated in his/her dismissal or re-entry acceptance letter and all policies, requirements and course
sequence in effect at the time of re-entry. The student will pay tuition and fees at the rates in effect
at the time of re-enrollment. Application deadlines may vary by division.
(i) Academic Progression
The graduate division, in concert with the rules of the College and Rush University, develop specific
regulations governing the process that results in final awarding of the degree. While such
regulations differ slightly from one division to another, The Graduate College Council reviews each
division's program and regulations for approval. In all cases, graduate divisions are required to be
explicit and clear about regulations that will affect the candidate. This must be stringently observed
in divisional regulations concerning selection of principal advisors, advisory committees, and a plan
of study. Similarly, divisions will be explicit and clear concerning academic policies and procedures
surrounding qualifying, preliminary, and final examinations when they are required. The divisions
are also responsible for providing the candidate with the support needed to plan and conduct the
dissertation research. At the same time, a major responsibility of the student is to become familiar
with the regulations and expectations of his/her chosen division. The student is responsible for
understanding the regulations, and monitoring changes that may occur during their tenure in the
program.
(j) Student Academic Appeals Policy
Any student of The Graduate College may appeal a final course grade, failure on a preliminary or
comprehensive examination, or failure of the thesis/dissertation that results in his/her academic
probation or dismissal from the University. A student may also appeal an unreasonable delay in
his/her graduation from the University. No other issues may be appealed through this process.
(1) The process for filing an appeal within the division is maintained by each division. The student
may request a copy of the Division Appeal Process from the division director. This process will be
completed within one quarter. If a resolution cannot be achieved at the division level, the following
procedure must be followed. At any step in the process, the student may withdraw the appeal by
written notification to the division director with a copy to the Dean. In the event of a dismissal
decision, a student may continue to enroll until the appeal process is completed or the student
withdraws the appeal.
19
Step 1: If the student wishes to appeal the decision beyond the division, within two weeks of
receiving a decision from the division, the student will submit a written statement to the Dean
requesting consideration of his/her case by an advisory panel. The student must provide the
following in the written statement.
1. course number and grade being appealed or other cause for probation or dismissal, i.e.,
failure of preliminary/comprehensive examination or thesis/dissertation
2. action being requested
3. justification for the request
4. an outline of the efforts and actions already taken to obtain consideration of the request
(2) The student will send copies of this communication to the division director and the
department/section chairperson or appropriate college dean. In addition, if a course grade is being
appealed, the student will send a copy to the course director. If the evaluation of a thesis or
dissertation is being appealed, the student will send a copy to the chairperson of the
thesis/dissertation committee. The Advisory Panel will be The Graduate College Council. Its
chairperson will be appointed by the Dean from among the members. The division director of the
student's division and any other member who is evaluating the student's academic status will not vote
in any proceedings.
Step 2: Within two weeks after notification to the Dean, the appointed chairperson of the Graduate
College Council will arrange a meeting of the Council. It will submit a written
recommendation to the Dean.
Step 3: Within two weeks foOORZLQJUHFHLSWRIWKH&RXQFLO¶Vrecommendation and upon discussion
with the student and with others as appropriate, the Dean shall reach a final decision and
notify each party of the decision. The decision reached by the Dean is final.
(3) The issues discussed and the outcomes of all meetings in this appeal process are to be
documented. This record-keeping is the responsibility of a faculty member who is to be designated
at each meeting. Copies of the documentation should be distributed to the individuals present at a
meeting, to the division director, the Dean and to the student's academic file.
(k) Ongoing Training in Ethics
Full time M.S. and Ph.D. candidates in the Graduate College must attend a minimum of four ethics
seminars per year provided by the Office of Research Integrity following their first year of classes.
Failure to attend the required number of lectures or equivalent will delay graduation. Alternative
training equivalent to at least four contact hours per year may be substituted, but must be approved
by the division director and the Graduate College Council.
(l) Rush University Academic Policies
University Policies (e.g. harassment, discrimination) not described above also apply to Graduate
Students and are described in the Rush University Catalogue. It is the responsibility of the student
to become familiar with these policies.
20
Section 3: Student Government
The Graduate Student Council is the sanctioned student governmental body in the Graduate College.
The elected President and Vice President sit on the Graduate College Council along with one at large
elected student. These students cannot be from the same division. All three students of the Graduate
College Council have full voting rights in its meetings.
21
ARTICLE V
ADVANCED CANDIDACY $1'0$67(5¶6'(*5((POLICIES
Section 1:
(a)
Advanced Candidacy Procedures
Qualification for Candidacy
(1) Students seeking the doctor of philosophy (PhD) degree must qualify for candidacy for this degree.
The division must establish, in writing, its rules for qualification to candidacy including all coursework
and other requirements and the form of the qualification exam/proposal. The division must set criteria
for the number of times a student may undergo the qualification process and establish a time limit
within which the qualification process must be completed. In order to qualify the student must:
1. be in good academic standing (grade point average [GPA] of 3.0 or greater) at the time of
petitioning for qualification
2. have completed all divisional requirements for qualification
3. completed a course in ethics training and be participating in ongoing ethics training.
(2) The student must inform the division director that s/he is prepared for qualification. The
qualification process may take several forms although some form a written/oral/research plan that can
be documented must be established with clear pass/fail criteria. This documentation must be included
LQWKHVWXGHQW¶VILOH7KHVWXGHQWZLOOEHLQIRUPHGLQZULWLQJWKDWVKHKDVSDVVHGWKHTXDOLILFDWLRQ
SURFHVV)DLOXUHWRTXDOLI\ZLOOUHVXOWLQDWHUPLQDOPDVWHU¶VGHJUHHVHHEHORZ
(b)
Student Dissertation Committee
A student, in collaboration with his/her advisor, will form a dissertation committee for the purpose of
RYHUVHHLQJDQGDSSURYLQJWKHVWXGHQW¶VGLVVHUWDWLRQFRPPLWWHH7KHFRPPLWWHHLVFKDUJHGZLWK
ensuring the quality and originality of the work.
(c)
Dissertation Committee Composition
7KHFRPPLWWHHZLOOEHFRPSULVHGRIWKHVWXGHQW¶VDGYLVRUVDQGDWOHDVWIRXURWKHUPHPEHUV$WOHDVW
WZRPHPEHUVPXVWEHIURPWKHVWXGHQW¶VGLYLVLRQ$WOHDVWRQHPHPEHURIWKHFRPPLWWHHPXVWEH
from outside the division and/or university. The division director must approve the composition of the
committee. Once formed, the committee will choose a dissertation committee chairperson. The
FKDLUSHUVRQFDQQRWEHWKHVWXGHQW¶VDGYLVRUDQGPXVWEHD0HPber of the Graduate College. The
chairperson is responsible for setting dissertation meetings, establishing the agenda for those meetings
and distributing minutes from those meetings to all members of the committee, the student and the
VWXGHQW¶VGLYLVLRQdirector. The division director may attend all committee meetings, but is considered
ex officio unless officially chosen as a committee member.
22
(d)
Dissertation Committee Responsibilities and Timeline
(1) 7KHVWXGHQW¶VDGYLVRUZLOOHQVXUHWKDWWKHVtudent is in good academic standing and has passed
TXDOLI\LQJH[DPVSULRUWRWKHLQDXJXUDOPHHWLQJRIWKHFRPPLWWHH7KHVWXGHQW¶VDGYLVRUZLOOPHHW
ZLWKWKHVWXGHQWWRGHWHUPLQHLIWKHGLVVHUWDWLRQ¶VSODQLVVXIILFLHQWO\GHYHORSHGWRKROGDPHHWLQJ7KLs
plan will be in the form of an R-21 National Institutes of Medicine proposal or its equivalent. At the
first meeting:
1. tKHVWXGHQW¶VDGYLVRUZLOOFDOOIRUQRPLQDWLRQVIRUFRPPLWWHHFKDLUSHUVRQ
2. once elected, the chairperson will run the remainder of, and all subsequent meetings
3. the student will present his/her dissertation proposal orally (this presentation should be
accompanied by a written proposal that includes Specific Aims, Background and Significance,
Preliminary Data, and a comprehensive Research Plan).
4. during the presentation, the committee will comment on the goals of the project and its
IHDVLELOLW\3DUWLFXODUDWWHQWLRQVKRXOGEHSODFHGRQHQVXULQJWKDWWKHVWXGHQW¶VZRUNZLOO
qualify as a dissertation regardless of its outcome (provided all work is carried out as planned).
5. decide to accept or call for modifications to the proposal. Should the committee decide that
substantial revisions are needed; the committee may opt to hold a second meeting.
6. the committee will vote unanimously to accept the proposal as presented. An affirmative vote
creates, in a sense, a contract between the student and the committee that if carried out, will
qualify the student for graduation. This assumes that the work will lead to the eventual
submission of at least one first author manuscript (although a division may opt to require
acceptance of a first author manuscript, which is strongly encouraged, acceptance of said
manuscript is not a college requirement).
(2) The student must keep the committee apprised of the progress of the work and seek unanimous
DSSURYDOIRUDOOFKDQJHVDVWKHSODQSURJUHVVHV3ULRUWRWKHVWXGHQW¶VSXEOLFGHIHQVHRIKLVKHU
SURSRVDOWKHFRPPLWWHHZLOODJDLQPHHWWRYHULI\WKDWWKHVWXGHQW¶VSURMHFWKDVEHHQFRPSOHWHO\FDUULHG
out as planned. At that meeting, it is assumed that a complete working draft of the proposal has been
distributed and read by all members of the committee. It is further assumed that this draft will follow a
VWUXFWXUHDSSURYHGE\WKHXQLYHUVLW\¶VKHDGOLEUDULDQApproval to proceed to the public defense
requires a four-fifths approval (only one dissenting vote is allowed).
(e)
Changes in Dissertation Committee Composition
If for any reason, a committee member decides s/he can no longer serve, s/he must inform the
committee chairperson and a new member must be added. The addition of the new member must meet
WKHUXOHVIRUFRPPLWWHHFRPSRVLWLRQLHWZRPHPEHUVIURPWKHVWXGHQW¶VGLYLVLRQJUDGXDWHFROOHJH
membership, and outside division representation). The committee chairperson will inform the division
director of the change.
(f)
Public Defense of the Dissertation
(1) Following approval to proceed to public defense, the committee chairperson will inform the
division director of the intent to defend. The student, dissertation committee, and division director will
23
identify the date for the defense. This date must be at least 15 days prior to the beginning of the
subsequent quarter in order for the student to officially graduate within that quarter unless extenuating
circumstances are presented to and approved by the Dean.
(2) 7KHVWXGHQW¶VGLYLVLRQZLOOSXEOLFO\DGYHUWLVHWKHGHIHQVHRIWKHGLVVHUWDWLRQDFURVVWKHFDPSXVDW
least one week prior to the scheduled date. The Dean shall be notified. The defense will be open to
the public and will be chaired by the committee chairperson. The student will present his/her
dissertation orally. At the conclusion of the oral presentation, the student will be required to field
questions from the audience.
(g)
Dissertation Approval
Following public defense, the dissertation committee will meet in executive session. All members of
the committee must be present at this meeting (physically or electronically). At this meeting, the
committee may opt to ask additional qXHVWLRQVSHUWDLQLQJWRWKHVWXGHQW¶VFKRVHQILHOGDQGRUDVNIRU
IXUWKHUFODULILFDWLRQVRQWKHVWXGHQW¶VGDWD7KHFRPPLWWHHPD\FDOOIRUDGGLWLRQDOHGLWLQJRIWKH
written dissertation at this time. The committee chairperson will then call for a vote to approve.
Dissertation approval allows for only one dissenting vote, ZKLFKFDQQRWEHWKHVWXGHQW¶VSULPDU\
advisor. Once the decision to approve has been made, the committee chairperson will inform the
VWXGHQW¶VGLYLVLRQGLUHFWRUZKRZLOOWKHQQRWLI\WKHDean. If editing to the dissertation document is
required, the student must make those changes within 30 days so that the document can be signed by
all voting members within that time and approved by the UQLYHUVLW\¶VKHDGOLEUDULDQ2QFHDSSURYHG
by the librarian, s/he will inform the DHDQ¶VRIILFHGLYLVLRQGLUHFWRUUHJLVWUDUDQGVWXGHQWWKDWWKH
dissertation document is complete.
Section 2:
Student Thesis Committee
(a) Students seeking a research Master of Science (MS) degree fall into one of two categories:
(1) enrollment in a research Master of Science (MS) program
(2) students who fail to qualify for PhD candidacy.
(b) Students enrolled in a research MS program will form a thesis committee and follow a process
similar to that described for the dissertation with the following differences:
(1)
(2)
(3)
(4)
(5)
(6)
(7)
the committee will consist of a minimum of three members
RQO\RQHPHPEHUPXVWEHIURPWKHVWXGHQW¶VGLYLVLRQ
only one member must be a Member in good standing within the Graduate College
a committee member from RXWVLGHRIWKHVWXGHQW¶VGLYLVLRQLVQRWUHTXLUHG
although a formal pre-approved research plan is not required, it is strongly encouraged
although a submitted first author manuscript is not required, it is strongly encouraged
a student may write a scholarly work in lieu of a research project in which case a committee
must still be formed to oversee the work and a public presentation of that work must be given.
F8SRQDVWXGHQW¶VIDLOXUHWRTXDOLI\IRUD3K'WKHGLYLVLRQGLUHFWRUPXVWLQIRUPWKH'HDQRI that
failure. At that time, the division director may petition to form a three-member committee to oversee
24
the completion of an MS degree. The composition of the three-member committee will be the same as
that described in section 2(b) above. The student could write up a thesis on the work completed to
date. Alternatively, the committee may oversee the preparation of a scholarly work. In either case, the
work must be presented publicly as described for the research thesis and must be signed by all
members of the thesis committee.
25
Rush Graduate College
Acceptance Routing Form
To: Paul M. Carvey, PhD
Dean, Rush Graduate College
RE: student name
The Graduate Advisory Committee of the Division of ____________ has met and decided to
accept/reject the application of Mr./Ms. ______________ to its graduate program.
1.
Matriculation Quarter
Fall, W inter, Spring, Summer
2.
Stipend/scholarship offered for first year
$______________________
3.
Benefits offered for first year (specify)
_______________________
4.
Need for International Services
yes
5.
Anticipated tuition for the first year
$______________ or waived
6.
Length of offer
1 2 3 4 5 years
no
,FHUWLI\WKDWWKLVVWXGHQW¶VDSSOLFDWLRQLVFRPSOHWHDQGWKDWWKLVVWXGHQWPHHWVDll of the minimum
requirements of the Graduate College and the Division of ___________.
If the student is being rejected, please provide the reason below:
___________________________
Name of director
______________
Date
26

Rush University Medical Center Faculty Handbook Fall 2015

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