DEPARTMENT ADMINISTRATOR: DEPARTMENT ADMINISTRATOR: RESPONSIBILITIES AND RESPONSIBILITIES AND

EXPECTATIONSEXPECTATIONS

Claudia R. Adkison, J.D., Ph.D.Claudia R. Adkison, J.D., Ph.D.Executive Associate Dean /Executive Associate Dean /

Administration & Faculty AffairsAdministration & Faculty AffairsEmory University School of MedicineEmory University School of MedicineDepartment Administrator Training ProgramDepartment Administrator Training Program

September 1, 2006September 1, 2006

WELCOME!WELCOME!Administrator School Administrator School ---- Dream come Dream come truetrueSpecial thanks to Assistant Dean Special thanks to Assistant Dean Joshua Barwick, J.D.Joshua Barwick, J.D.Thanks to all who assisted in planning, Thanks to all who assisted in planning, will be speaking in course, are will be speaking in course, are attending courseattending courseThanks to our DAs and those who work Thanks to our DAs and those who work with themwith them

Woodruff Health Sciences Center Organizational Chart

Source: WHSC Administration

Vice President, Academic Health AffairsJeffrey W. Koplan, MD, MPH

Vice President, Academic Health AffairsJeffrey W. Koplan, MD, MPH

Dean, Emory University School of MedicineThomas J. Lawley, MD

Dean, Emory University School of MedicineThomas J. Lawley, MD

President & Chief Executive Officer, EMORY HEALTHCARE

John T. Fox, MBA

President & Chief Executive Officer, EMORY HEALTHCARE

John T. Fox, MBA

Vice President for Health Affairs &CFO, Woodruff Health Sciences Center

Ronnie L. Jowers, MBA

Vice President for Health Affairs &CFO, Woodruff Health Sciences Center

Ronnie L. Jowers, MBA

Chief Counsel, WHSC & EMORY HEALTHCAREJane E. Jordan, JD

Chief Counsel, WHSC & EMORY HEALTHCAREJane E. Jordan, JD

CEO, Woodruff Health Sciences Center &Executive Vice President for Health Affairs, Emory University &

Chairman of the Board, EMORY HEALTHCAREMichael M.E. Johns, MD

CEO, Woodruff Health Sciences Center &Executive Vice President for Health Affairs, Emory University &

Chairman of the Board, EMORY HEALTHCAREMichael M.E. Johns, MD

Associate Vice PresidentWHSC Strategic Planning Office

Shari M. Capers, RN, MBA, MHA

Associate Vice PresidentWHSC Strategic Planning Office

Shari M. Capers, RN, MBA, MHA

Associate Vice President, WHSC CommunicationsJeff Moulter

Associate Vice President, WHSC CommunicationsJeff Moulter

Vice President, WHSC DevelopmentPhilippe Hills, MPA

Vice President, WHSC DevelopmentPhilippe Hills, MPA

Vice President for Research Administration, Emory University

Frank G. Stout, MPH

Vice President for Research Administration, Emory University

Frank G. Stout, MPH

Dean, Nell Hodgson Woodruff School of NursingMarla E. Salmon, ScD, RN, FAAN

Dean, Nell Hodgson Woodruff School of NursingMarla E. Salmon, ScD, RN, FAAN

Dean, Rollins School of Public HealthJames W. Curran, MD, MPH

Dean, Rollins School of Public HealthJames W. Curran, MD, MPH

Director, Yerkes National Primate Research CenterStuart M. Zola, PhD

Director, Yerkes National Primate Research CenterStuart M. Zola, PhD

Senior Associate Vice President for WHSC Administration & Chief of Staff to the WHSC CEO

Gary L. Teal, MBA

Senior Associate Vice President for WHSC Administration & Chief of Staff to the WHSC CEO

Gary L. Teal, MBAAssociate Vice President,

Space Planning & ConstructionCharles Andrews, MPA

Associate Vice President, Space Planning & Construction

Charles Andrews, MPA

Updated January 2006

The Emory Clinic, Inc. Organizational Chart

Source: Administration, The Emory Clinic

President & Chief Executive Officer,EMORY HEALTHCARE

John T. Fox

President & Chief Executive Officer,EMORY HEALTHCARE

John T. Fox

Dean, Emory School of MedicineThomas J. Lawley, MD

Dean, Emory School of MedicineThomas J. Lawley, MD

Senior Director,EHC Human Resources

Senior Director,EHC Human ResourcesChief Operating Officer

Donald BrunnChief Operating Officer

Donald BrunnTEC Section Business ManagersTEC Section Business Managers

Director and Chairman of the Board, The Emory Clinic

S. Wright Caughman, MD

Director and Chairman of the Board, The Emory Clinic

S. Wright Caughman, MD

CMO of ClinicalOperations

Penny Castellano, MD

CMO of ClinicalOperations

Penny Castellano, MD

Director, Patient Financial

ServicesJerry Davis

Director, Patient Financial

ServicesJerry Davis

Chief Financial Officer

Jennie Hrastar

Chief Financial Officer

Jennie Hrastar

Associate General CounselLisa D’Agostino,

JD

Associate General CounselLisa D’Agostino,

JD

Director, Professional AffairsGil Grossman, MD

Director, Professional AffairsGil Grossman, MD

Director, Human ResourcesRick Springfield

Director, Human ResourcesRick Springfield

Operations Administrator

W. Michael Mason

Operations Administrator

W. Michael Mason

Chief Health Counsel,Emory University

Chief Health Counsel,Emory University

Project AdministratorProject Administrator

Associate Director,The Emory Clinic

Ira R. Horowitz, MD

Associate Director,The Emory Clinic

Ira R. Horowitz, MDPhysician Section HeadsPhysician Section Heads

Updated January 2006

OFFICE OF THE DEANOFFICE OF THE DEAN

DEANS and STAFFDEANS and STAFF

OFFICE OF ADMINISTRATION AND OFFICE OF ADMINISTRATION AND FACULTY AFFAIRS FACULTY AFFAIRS ---- DEANSDEANS

Claudia R. Adkison, J.D., Ph.D., Executive Associate DeanClaudia R. Adkison, J.D., Ph.D., Executive Associate DeanBrenda Seiton, J.D., Assistant Dean for AdministrationBrenda Seiton, J.D., Assistant Dean for Administration–– Conflict of Interest, consulting and other external agreements, Conflict of Interest, consulting and other external agreements,

policy interpretationspolicy interpretationsJoshua Barwick, J.D., Assistant Dean for AdministrationJoshua Barwick, J.D., Assistant Dean for Administration–– Contracts, academic misconduct and grievance procedures, Contracts, academic misconduct and grievance procedures,

assistance with disciplinary matters, special projects for prograssistance with disciplinary matters, special projects for program am development, policy interpretationsdevelopment, policy interpretations

Sharon Weiss, M. D., Assistant Dean for Faculty Sharon Weiss, M. D., Assistant Dean for Faculty DevelopmentDevelopment–– Mentoring, assistance with departmental faculty development, Mentoring, assistance with departmental faculty development,

counseling on promotion, Deancounseling on promotion, Dean’’s office initiatives for faculty s office initiatives for faculty development and recognitiondevelopment and recognition

Rehan Khan, Assistant Dean for Information Technology Rehan Khan, Assistant Dean for Information Technology and CIOand CIO–– SOM database and desktop support, interaction and supervisory SOM database and desktop support, interaction and supervisory

role with departmental IT specialists, interface with Universityrole with departmental IT specialists, interface with University and and EHC ITEHC IT

OFFICE OF ADMINISTRATION AND OFFICE OF ADMINISTRATION AND FACULTY AFFAIRS FACULTY AFFAIRS ---- DIRECTORSDIRECTORS

Ms. Patricia Olinger, Director of EHSOMs. Patricia Olinger, Director of EHSOMs. Sandra Franklin, Director of WHSC LibraryMs. Sandra Franklin, Director of WHSC LibraryOpen, Director of Postdoctoral Education OfficeOpen, Director of Postdoctoral Education OfficeMs. Shelle Bryant, Assistant Director, Medical Ms. Shelle Bryant, Assistant Director, Medical AdministrationAdministration–– Oversees all staff HR for SOM, works with Oversees all staff HR for SOM, works with

departments on unusual hires, HR problems, salary departments on unusual hires, HR problems, salary setting, recruitment, hiring, and termination setting, recruitment, hiring, and termination proceduresprocedures

Ms. Jane Crosta, Assistant Director, Faculty Ms. Jane Crosta, Assistant Director, Faculty AdministrationAdministration–– Oversees process and procedure for faculty Oversees process and procedure for faculty

appointments and promotions, policy informationappointments and promotions, policy information

CHAIR AND DEPARTMENT CHAIR AND DEPARTMENT ADMINISTRATORADMINISTRATOR

OVERLAPPING DUTIESOVERLAPPING DUTIESResearch

TeachingService: ClinicalAnd Citizenship

CRITICAL IMPORTANCE OF THE CRITICAL IMPORTANCE OF THE DEPARTMENT ADMINISTRATORDEPARTMENT ADMINISTRATORPrincipal business officer, COO, and CFO for academic Principal business officer, COO, and CFO for academic and clinical business activities and administrative and clinical business activities and administrative services at all sitesservices at all sitesAccountable on all points, regardless of delegationAccountable on all points, regardless of delegationConcept of the A, B, and C Department AdministratorConcept of the A, B, and C Department AdministratorUniversity employee but can receive compensation for University employee but can receive compensation for clinical duties through the Universityclinical duties through the UniversityReports to Department Chair, dotted lines to COO TEC, Reports to Department Chair, dotted lines to COO TEC, EAD Admin and EAD Admin and FacFac Affairs SOM, EAD Finance and Affairs SOM, EAD Finance and CFO SOMCFO SOMHR classification as Senior Clinical Administrator, HR classification as Senior Clinical Administrator, Clinical Administrator, or Basic Science Administrator Clinical Administrator, or Basic Science Administrator tied to type and size of department and scope of tied to type and size of department and scope of responsibilities (not time in rank)responsibilities (not time in rank)

SUMMARY OF RESPONSIBILITIESSUMMARY OF RESPONSIBILITIESAdministrationAdministration ––administrative aspects of research, administrative aspects of research, education, clinical operations at all siteseducation, clinical operations at all sitesFinancial managementFinancial management ---- budgets and accounts, all budgets and accounts, all types and sitestypes and sitesInternal audit controlsInternal audit controls –– from staff time cards to from staff time cards to expenditures and giftsexpenditures and giftsWorkflow processesWorkflow processes –– productive, efficient, timely, productive, efficient, timely, compliantcompliantSponsored programs and research administrationSponsored programs and research administration ––staffing, training of faculty and staff, implementation staffing, training of faculty and staff, implementation EHSO requirements, budget support for faculty, EHSO requirements, budget support for faculty, accounts maintenance and trackingaccounts maintenance and trackingHRHR –– recruits, hires, oversees and supervises, develops, recruits, hires, oversees and supervises, develops, disciplines all department staff; affirmative actiondisciplines all department staff; affirmative action

SUMMARY OF RESPONSIBILITIES (2)SUMMARY OF RESPONSIBILITIES (2)Regulatory and accreditation complianceRegulatory and accreditation compliance, research, , research, health care, educational health care, educational –– staffing, training, CAS, effort staffing, training, CAS, effort reporting, duty to report and correct errorsreporting, duty to report and correct errorsConflict of interest managementConflict of interest management in research, clinical in research, clinical care, administration, educationcare, administration, educationFaculty position group practice administrationFaculty position group practice administration ––staffing, compliance, finance, schedulesstaffing, compliance, finance, schedulesReports and informationReports and information to Department, School to Department, School administration, Universityadministration, UniversityRepresents DepartmentRepresents DepartmentFaculty appointments and promotionsFaculty appointments and promotions –– manage manage processesprocesses

SUMMARY OF RESPONSIBILITIES (3)SUMMARY OF RESPONSIBILITIES (3)

Facilities, environment, safetyFacilities, environment, safety –– space space allocation and maintenance, EHSO allocation and maintenance, EHSO requirements, training, staffing, budgetsrequirements, training, staffing, budgetsIT managementIT management –– computer refresh programs, computer refresh programs, interfaces, desktop supportinterfaces, desktop supportLeadership and professional developmentLeadership and professional development ––for self, faculty, stafffor self, faculty, staffStrategic planningStrategic planning –– ideas and supporting data ideas and supporting data for chairs and SOM committeesfor chairs and SOM committees

CULTURAL CHANGING TIMESCULTURAL CHANGING TIMES

The Baby Boomers and Generation X The Baby Boomers and Generation X have brought to the academic and have brought to the academic and health care system more flexibility.health care system more flexibility.

THE PROSTHE PROSGreater tolerance for individualismGreater tolerance for individualismGreater pluralism in decisionGreater pluralism in decision--makingmakingMore outMore out--ofof--thethe--box innovation and creativitybox innovation and creativityMore tolerance for emphasis on lifestyle and More tolerance for emphasis on lifestyle and selfself

CULTURAL CHANGING TIMES (2)CULTURAL CHANGING TIMES (2)

AND THE CONS

Ethical norms are suffering:Win for myself or win at any costwin at any costBend the rulesIf it isnIf it isn’’t illegal or against a policy, itt illegal or against a policy, it’’s OKs OKGaming the system is the way to get things Gaming the system is the way to get things donedoneConflict of interest is for dummiesConflict of interest is for dummiesStrip away the regulations and constraintsStrip away the regulations and constraints

ESSENTIAL CHARACTER TRAITS ESSENTIAL CHARACTER TRAITS OF DAsOF DAs

StewardshipStewardshipAttitude of winning for the institutionAttitude of winning for the institutionCommitment to the longCommitment to the long--term health of term health of the institutionthe institutionDedication to caring for all constituentsDedication to caring for all constituentsInternalized ethics and professionalism Internalized ethics and professionalism ----Integrity, obligation, duty, citizenship, Integrity, obligation, duty, citizenship, calling, dedication, preservation, calling, dedication, preservation, leadership, leadership, caringcaring, and , and trusttrust

ACTIONS FOR SUCCESSACTIONS FOR SUCCESSDo the right thing, be the role model Do the right thing, be the role model –– ethics, ethics, integrity, professionalismintegrity, professionalismFollow the rules and proceduresFollow the rules and proceduresDonDon’’t game the system t game the system –– you will lose respect you will lose respect and credibilityand credibilityMake headsMake heads--up phone callsup phone callsBe serviceBe service--oriented, a team playeroriented, a team playerDevelop the knowledge base and skills to do Develop the knowledge base and skills to do the job with excellence the job with excellence –– ensure a high quality ensure a high quality work product from the Departmentwork product from the DepartmentBe loyal to your Chair, Department, SchoolBe loyal to your Chair, Department, School

A FEW IMPORTANT POLICIESA FEW IMPORTANT POLICIESWebsites for faculty policies:Websites for faculty policies:

Emory University, ProvostEmory University, Provost’’s sites site –– Faculty Faculty Handbook, The Gray Book, BylawsHandbook, The Gray Book, BylawsEmory University, ProvostEmory University, Provost’’s site, Research s site, Research AdministrationAdministration –– IP Policy, Research Conduct IP Policy, Research Conduct Policy, IRB and IACUC policies, NIH policies, Policy, IRB and IACUC policies, NIH policies, CAS, Effort Reporting, etc.CAS, Effort Reporting, etc.School of Medicine, Faculty Affairs siteSchool of Medicine, Faculty Affairs site –– A&P A&P Guidelines, Faculty Development Policy, Conflict Guidelines, Faculty Development Policy, Conflict of Interest Policy, procedures, many others of Interest Policy, procedures, many others NEW SITE OPENS IN ABOUT 2 WEEKSNEW SITE OPENS IN ABOUT 2 WEEKSSchool of Medicine, Research OfficeSchool of Medicine, Research Office sitesiteHuman ResourcesHuman Resources, Policy Manual (faculty and , Policy Manual (faculty and staff), Benefits sitestaff), Benefits site

MISCELLANEOUS MISCELLANEOUS INFORMATION AND POLICIES:INFORMATION AND POLICIES:

A WHIRLWIND TOURA WHIRLWIND TOUR

TROUBLE IN THE DEPARTMENTTROUBLE IN THE DEPARTMENTFor staff matters, give Shelle Bryant a headsFor staff matters, give Shelle Bryant a heads--up. up. She will assist you in working with HR and the staff She will assist you in working with HR and the staff member.member.For faculty matters, notify Dr. Adkison or Assistant For faculty matters, notify Dr. Adkison or Assistant Dean Barwick before taking action.Dean Barwick before taking action.All requests for assistance from the Office of All requests for assistance from the Office of General Counsel matters involving the department General Counsel matters involving the department go through Dr. Adkison.go through Dr. Adkison.Matters involving malpractice allegations and similar Matters involving malpractice allegations and similar clinical issues and go through Dr. Gil Grossman, clinical issues and go through Dr. Gil Grossman, TEC. He will work with you in involving Risk TEC. He will work with you in involving Risk Management and General Counsel.Management and General Counsel.Inform Dr. Adkison and Dr. Grossman about matters Inform Dr. Adkison and Dr. Grossman about matters that cross the lines.that cross the lines.

ATTORNEYATTORNEY--CLIENT PRIVILEGECLIENT PRIVILEGECommunication of highly sensitive information might Communication of highly sensitive information might require attorneyrequire attorney--client privilegeclient privilegePrivilege is not conveyed simply by labeling the Privilege is not conveyed simply by labeling the information information ““attorneyattorney--client privilegedclient privileged””AttorneyAttorney--client privileged communications are those client privileged communications are those between you and an attorney, involving matters that between you and an attorney, involving matters that may lead to litigation or inquiry under federal may lead to litigation or inquiry under federal regulationsregulationsAppropriate others may be copied, as long as the Appropriate others may be copied, as long as the attorney is includedattorney is includedAttorneyAttorney--client privileged status is lost if you forward client privileged status is lost if you forward written information to others, not going through the written information to others, not going through the attorney and not copying the attorneyattorney and not copying the attorneyDean Adkison, Dean Seiton, and Dean Barwick are not Dean Adkison, Dean Seiton, and Dean Barwick are not attorneys for the University and cannot convey attorneys for the University and cannot convey attorneyattorney--client privilegeclient privilege

COURSES AVAILABLE IN HRCOURSES AVAILABLE IN HRhttp://emory.hr.emory.edu/onlinereghttp://emory.hr.emory.edu/onlinereg

Management skills on recruitment, retention, Management skills on recruitment, retention, leadership, diversityleadership, diversityPerformance managementPerformance management–– DocumentationDocumentation–– Steps to assist maintenance staffSteps to assist maintenance staff

University policies and procedures on managers University policies and procedures on managers training, purchasing card, travel, online training, purchasing card, travel, online requisitioning, FAS accounting, accounts payable, requisitioning, FAS accounting, accounts payable, processes for hiring studentsprocesses for hiring studentsHR toolkitHR toolkitPeopleSoftPeopleSoft

HR POLICIES AND PROCEDURESHR POLICIES AND PROCEDUREShttp://emory.hr.emory.edu/policies.nsfhttp://emory.hr.emory.edu/policies.nsf

Employment of Relatives Employment of Relatives –– Nepotism PolicyNepotism PolicyEmployment of Foreign Nationals Employment of Foreign Nationals –– (Ms. Shelle (Ms. Shelle Bryant, Dean Josh Barwick)Bryant, Dean Josh Barwick)Transfer of Employees between University and Transfer of Employees between University and EHCEHCCompensation (Ms. Shelle Bryant, Mr. John Compensation (Ms. Shelle Bryant, Mr. John Kosky in HR)Kosky in HR)Employee standards of conduct and disciplineEmployee standards of conduct and discipline

Health and safety, immunizationsHealth and safety, immunizationsTuition and courtesy scholarshipsTuition and courtesy scholarships

HR POLICIES ON LEAVESHR POLICIES ON LEAVESAdministrative LeaveAdministrative Leave -- to investigate and evaluate the to investigate and evaluate the circumstances regarding a pending action circumstances regarding a pending action –– MUST WORK WITH MUST WORK WITH EADEAD--FACULTY AFFAIRS & ADMINISTRATIONFACULTY AFFAIRS & ADMINISTRATION–– With pay With pay -- Office of Equal Opportunity Programs investigation, e.g., for Office of Equal Opportunity Programs investigation, e.g., for

alleged sexual harassment or discrimination. Maximum of 30 calealleged sexual harassment or discrimination. Maximum of 30 calendar ndar days days

–– Without pay Without pay -- investigation for noninvestigation for non--compliance with organizational compliance with organizational policies or requirements, standards of conduct. Maximum of 14 dpolicies or requirements, standards of conduct. Maximum of 14 days.ays.

Family & Medical Leave Act (FMLA)Family & Medical Leave Act (FMLA)–– Must be read together with Amer. With Disabilities Act, MaternitMust be read together with Amer. With Disabilities Act, Maternity y

Leave, Parental Leave policies (MOTL)Leave, Parental Leave policies (MOTL)

Educational LeaveEducational Leave–– Without pay, up to 2 years, for 0.5+ FTE employeesWithout pay, up to 2 years, for 0.5+ FTE employees

Military LeaveMilitary Leave–– Without pay, up to 5 years. Can use unused leave balances withWithout pay, up to 5 years. Can use unused leave balances with pay. pay.

Entitled to reemployment rights and other benefits under specifiEntitled to reemployment rights and other benefits under specified ed terms.terms.

HR POLICIES ON LEAVES(2)HR POLICIES ON LEAVES(2)Seasonal LeaveSeasonal Leave–– Is it ever used?Is it ever used?

Medical Leave (NonMedical Leave (Non--FMLA)FMLA)–– For a serious health condition that renders them unable to perfoFor a serious health condition that renders them unable to perform rm

the functions of their jobs, an on the job injury, or an illnessthe functions of their jobs, an on the job injury, or an illnesscontracted while on the job.contracted while on the job.

–– Overlaps with FMLAOverlaps with FMLA–– Many other terms in the policy Many other terms in the policy –– Involve DeanInvolve Dean’’s office early in considerations office early in consideration

Personal LeavePersonal Leave–– For personal reasonsFor personal reasons–– For increments of up to 30 days, not to exceed 90For increments of up to 30 days, not to exceed 90–– May be approved or disapproved by departmentMay be approved or disapproved by department–– Position may or may not be held Position may or may not be held –– APPROPRIATE LETTER IS IMPORTANT APPROPRIATE LETTER IS IMPORTANT –– Involve Dr. Adkison or Involve Dr. Adkison or

Dean BarwickDean Barwick

General Conflict of Interest PolicyGeneral Conflict of Interest PolicyMust avoid any business or financial relationship, transaction, Must avoid any business or financial relationship, transaction, or or event that may be viewed, internally or externally, as a conflicevent that may be viewed, internally or externally, as a conflict of t of interest between an employee and an outside party. interest between an employee and an outside party.

Cannot have direct or indirect personal or financial benefit dueCannot have direct or indirect personal or financial benefit due to a to a relationship with a contractor, consultant, vendor, or supplier relationship with a contractor, consultant, vendor, or supplier to to Emory. Applies to family members as well.Emory. Applies to family members as well.

Examples Examples –– all apply to family also and are interpreted as directly or all apply to family also and are interpreted as directly or indirectly:indirectly:

Having a position or financial interest in an outside entity thaHaving a position or financial interest in an outside entity that t competes with Emory servicescompetes with Emory servicesHaving a position or financial interest in a vendor to Emory if Having a position or financial interest in a vendor to Emory if the the employee is involved in or may influence the ordering of such employee is involved in or may influence the ordering of such goods or servicesgoods or servicesCompeting with Emory in the purchase or sale of property or Competing with Emory in the purchase or sale of property or property rights, interests, or services.property rights, interests, or services.

General Conflict of Interest Policy (2)General Conflict of Interest Policy (2)More examples More examples –– all apply to family also and are interpreted as directly or all apply to family also and are interpreted as directly or

indirectly:indirectly:

Disclosing or using nonDisclosing or using non--public information obtained through Emory public information obtained through Emory employment for personal profit or gainemployment for personal profit or gainAccepting gratuities or special favors, such as meals, airline tAccepting gratuities or special favors, such as meals, airline tickets, hotel ickets, hotel accommodations, entertainment, sporting event tickets, etc., froaccommodations, entertainment, sporting event tickets, etc., from any m any outside concern that does or wants to do business with Emoryoutside concern that does or wants to do business with EmoryGiving gratuities or special favors to employees as an attempt tGiving gratuities or special favors to employees as an attempt to influence o influence the employees in the performance of their dutiesthe employees in the performance of their dutiesRetaining consultants who have a financial interest or employmenRetaining consultants who have a financial interest or employment that t that conflicts with services (including sponsored research) provided conflicts with services (including sponsored research) provided by Emory by Emory

DisclosureDisclosureAnything that may raise a conflict of interest issue must be disAnything that may raise a conflict of interest issue must be disclosed to closed to dean in writing to determine its appropriateness and to receive dean in writing to determine its appropriateness and to receive specific specific approval to maintain or proceed with such relationship, transactapproval to maintain or proceed with such relationship, transaction or ion or event.event.Sometimes disclosure is just not enough! Sometimes disclosure is just not enough!

INFORMATION TECHNOLOGY POLICIESINFORMATION TECHNOLOGY POLICIES

Integrity and Privacy of Information Not Integrity and Privacy of Information Not Guaranteed Guaranteed Ownership of Information Ownership of Information Access Code and Password Usage Access Code and Password Usage ----responsibility for all usage done under your responsibility for all usage done under your Access Codes; never disclose Access Codes Access Codes; never disclose Access Codes which were intended to provide you alone with which were intended to provide you alone with personal access to University Electronic personal access to University Electronic SystemsSystemsCopyrights and Plagiarism Copyrights and Plagiarism –– dondon’’t copy content; t copy content; dondon’’t forward emails without consentt forward emails without consent

INFORMATION TECHNOLOGY POLICIES (2)INFORMATION TECHNOLOGY POLICIES (2)

HarrassmentHarrassment –– train your faculty and staff not to use train your faculty and staff not to use the systems unwiselythe systems unwiselyUnrelated Use Unrelated Use 1) No solicitation for personal reasons1) No solicitation for personal reasons2) No use for personal commercial gain 2) No use for personal commercial gain 3) No use for any non3) No use for any non--University related activity, University related activity, including nonincluding non--University related communications University related communications Some reasonable use of email and computers is Some reasonable use of email and computers is allowable but cannot interfere with work allowable but cannot interfere with work –– shopping, shopping, games, extensive emails, jokes and big files, games, extensive emails, jokes and big files, pornographypornographyWasting ResourcesWasting Resources

PUT IT IN WRITING?PUT IT IN WRITING?Train your faculty and staff to be careful Train your faculty and staff to be careful about what they write about othersabout what they write about othersTrain your faculty and staff to be careful Train your faculty and staff to be careful about about ““admissionsadmissions”” in writingin writingTrain your faculty and staff to avoid the Train your faculty and staff to avoid the nuclear blast nuclear blast –– the letter or ethe letter or e--mail, often mail, often widely distributed and forwarded, always widely distributed and forwarded, always inflammatory, often incorrectinflammatory, often incorrectAlmost always discoverable in a legal Almost always discoverable in a legal actionaction

WHO CAN SIGNWHO CAN SIGNContracts, letters, memoranda that bind the University, School, Department – Lawley, Adkison Faculty recruitment letters – Department Chairs after Dean’s Office approvalFaculty appointment/offer letters – Lawley, AdkisonFaculty consulting agreements – individual faculty as private agents, home address, after approval by Dean SeitonFaculty salary increases or decreases – Chair or Administrator only after Dean’s office approval (includes retention offers); no-line entry, no HRAF to PeopleSoft without Dean’s office approvalFaculty salary reallocations between TEC-University–Chair or Administrator, as long as total, all-source salary is unchanged, but grant effort and salary allocation must be corrected

UNIVERSITY FACULTY HANDBOOKUNIVERSITY FACULTY HANDBOOK(At the Provost(At the Provost’’s Web Site)s Web Site)

Prohibition against use of University resources Prohibition against use of University resources for private consulting or business activitiesfor private consulting or business activities–– E.g., letterhead, eE.g., letterhead, e--mail, trademark, name, equipment, mail, trademark, name, equipment,

personnel, facilitiespersonnel, facilities–– Affects tax exempt status (private Affects tax exempt status (private inurementinurement, private , private

benefit)benefit)Media policy Media policy –– all contacts with and responses all contacts with and responses to the news media go through Health Sciences to the news media go through Health Sciences CommunicationsCommunicationsConsensual teacherConsensual teacher--student relationships student relationships policy policy –– prohibits faculty member from prohibits faculty member from supervising a trainee if there was or is a supervising a trainee if there was or is a consensual sexual relationship with the traineeconsensual sexual relationship with the trainee

MEDICAL EDUCATION BUILDINGMEDICAL EDUCATION BUILDING