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  • Columbia News ::: Bollinger Names New EVP for Communications
    Institute for the Region at the Woodrow Wilson School for Public and International Affairs He previously served as a consultant on strategic communications and community outreach for the University of Pennsylvania including the University s civic partnership with the neighborhood of West Philadelphia Columbia has always been a place where people have grappled with difficult and important questions Mr Stone said The wonderful challenge is in how to use all the communications tools we now have to connect with one another our neighbors and the world in ways that do justice to the remarkable work by faculty and staff students and alumni both on and off campus Mr Stone served as deputy chief of staff and communications director for Pennsylvania Governor Robert P Casey and United States Senator Harris Wofford onetime president of Bryn Mawr College aide to John F Kennedy and Martin Luther King Jr co founder of the Peace Corps and more recently CEO of the Corporation for National Service During eight years in state and federal government Mr Stone wrote produced and directed a variety of television spots video documentaries keynote speeches and legislative campaigns Over the past decade Mr Stone has been a writer producer and consultant for media education government and mission driven organizations including PBS and the Corporation for Public Broadcasting the New York City Department of Health and Mental Hygiene the New York City Board of Education The Pew Charitable Trusts the Markle Foundation The John F Kennedy Center for the Performing Arts the Pennsylvania Higher Education Assistance Agency the National Community Development Initiative the Corporation for National Service and the Peace Corps as well as Accenture and BSMG Worldwide now Weber Shandwick He was also a writer of historical documentaries for CBS News Productions as well as a consulting producer for the

    Original URL path: http://www.columbia.edu/cu/news/06/03/davidMStone.html (2016-02-12)
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  • Planning and Institutional Research Office of the Provost
    Degrees by Program of Study Engineering Applied Science Undergraduate Degrees by Program of Study General Studies Tuition Financial Aid Tuition Rates by School Institutional Grant Aid by School Undergraduate Term Bill Tuition Mandatory Fees Room Board Faculty Data Faculty by School Division Faculty by Rank Tenure Status Faculty by Gender Tenure Status Faculty by Minority Status Citizenship Tenure Status Staff Data Full time Employees by Job Category Ethnicity Gender Finance

    Original URL path: http://www.columbia.edu/cu/opir/abstract.html (2016-02-12)
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  • are major offered by two departments that allow students to stress areas of particular concern in both departments Minor An academic is the student s secondary field of study or specialization during his or her undergraduate studies As with an academic major the department lays out a framework of required classes or class types a student must complete to earn the minor Only the School of Engineering Applied Science offers

    Original URL path: http://www.columbia.edu/cu/opir/abstract/definitions.html (2016-02-12)
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  • Office of the President | Columbia University in the City of New York
    official statements commencement speeches and other significant addresses Senior Executive Staff Statements Speeches Five Year Report History For more than 250 years Columbia has been a leader in higher education in the nation and around the world At the core of our wide range of academic inquiry is the commitment to attract and engage the best minds in pursuit of greater human understanding pioneering new discoveries and service to society Contact Us Find contact information for the Office of the President Key Initiatives Manhattanville in West Harlem World Leaders Forum Arts Initiative Columbia Global Centers Community Engagement University Events Columbia University s 259th Commencement took place on Wednesday May 22 on the Morningside Campus About History Administration Statistics Facts Visiting Admissions Schools Departments Financial Aid Areas of Study Academics Schools Departments Centers Areas of Study Research News Resources Centers Libraries Locations Catalogs E Resources Request It Ask a Librarian Services Medical Center Research Education Patient Care Newsroom Giving Impact Gift Guide Ways to Give Give Online Arts Athletics Columbia in NY Global Columbia Resources for Students Faculty Staff Alumni Community Careers Learning CAA Email Neighbors Programs Administration Jobs Manhattanville Manhattanville 116th Street and Broadway New York NY 10027 2014 Columbia

    Original URL path: http://www.columbia.edu/content/office-president-1.html (2016-02-12)
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  • Introduction
    character began to change with the opening of a Law School in 1858 and a School of Mines in 1864 both of which quickly surpassed the College in enrollments Over the next half century Columbia evolved into a research university A pioneer in doctoral education the University first offered instruction leading to the Doctor of Philosophy degree in the 1870s and with the subsequent establishment of the Faculties of Political Science Philosophy and Natural Science became one of the leading centers of Ph D education in the country The College of Physicians and Surgeons an independent entity that had absorbed the medical faculty of the College early in the century was integrated into Columbia as its medical school and other professional schools were opened as well The University s total enrollments grew from less than 100 in 1850 to more than 12 000 by the start of World War I and the faculty expanded from 15 to over 900 In 1896 the Trustees formally designated Columbia a university and in 1912 the name was legally changed to The Trustees of Columbia University in the City of New York by order of the Supreme Court of New York State Columbia was located in downtown Manhattan near the present site of City Hall until 1857 when it was moved to Forty ninth Street and Madison Avenue The new quarters were supposed to be temporary until the College could build a permanent campus on land deeded to it by the state in 1816 and now occupied by Rockefeller Center Instead it remained on Madison Avenue for the next forty years during which time it grew in size and complexity while the city developed around it In need of more space Columbia with the exception of its medical school moved in 1897 to Morningside Heights where it took up residence on a campus designed by the architectural firm of McKim Mead and White The College of Physicians and Surgeons similarly migrated north to accommodate the needs of its expanding programs and services Originally located in lower Manhattan it moved to facilities near Union Square in the 1850s and then to two different locations in mid Manhattan over the next 30 years In 1928 it settled in its current location in Washington Heights creating the country s first academic medical center in alliance with the Presbyterian Hospital now the New York Presbyterian Hospital After moving to Morningside Heights the University rapidly grew in size and emerged as a national leader in education and research It also entered into affiliation agreements with various educational institutions and hospitals the earliest of which was signed with Teachers College in 1898 Under these agreements the affiliates and the University conduct joint programs and share certain facilities but the affiliates continue to be governed by their own trustees and retain responsibility for their own finances endowments and buildings Some agreements also provide that the faculty of the affiliates have University titles and that their graduates receive Columbia degrees The relationship

    Original URL path: http://www.columbia.edu/cu/vpaa/handbook/introduction.html (2016-02-12)
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  • Organization and Governance of the University
    to the Senate with an explanation of their reasons The Senate is charged with reviewing the educational policies physical development budget and external relations of the University It oversees the welfare and academic freedom of the faculty and the welfare of students Its approval is required to establish or change the conditions for granting most degrees and certificates It may report to the Trustees on the conduct or efficiency of faculty and administrators It makes recommendations on policies concerning the award of honorary degrees and other prizes and honors and assists the Trustees in selecting their recipients It monitors policies governing the conduct of faculty students and staff including the Rules of University Conduct see http facets columbia edu university regulations rules university conduct which deal with rallies picketing and demonstrations It works to foster cooperative relationships with the University s neighboring communities It promulgates the University calendar Finally it advises the administration on such other matters as may be brought before it The Senate holds regular meetings once a month from September through April Additional meetings may be called by the members themselves by the Senate Executive Committee or by the President as prescribed in the by laws of the Senate All meetings are open to members of the University community unless the Executive Committee designates them as closed and a majority of senators do not object Most of the business of the Senate is conducted by its 15 standing committees the Executive Committee the Committee on Faculty Affairs Academic Freedom and Tenure and the committees on Alumni Relations Budget Review Education External Relations and Research Policy Honors and Prizes Housing Policy Information and Communications Technology Libraries and Digital Resources Physical Development of the University Research Officers Rules of University Conduct Student Affairs and Senate Structure and Operations The membership and responsibilities of these committees are defined in the by laws of the Senate which are available on its web site There are also three special committees of long standing significance the Commission on the Status of Women the Elections Commission and the Task Force on Campus Planning The Senate forms other committees and task forces as the need arises top Last Revised November 2008 The Administration The President who is selected by the Trustees in consultation with the Executive Committee of the University Senate and who serves at the Trustees pleasure is the chief executive officer of the University Assisting the President in administering the University are the Provost the Senior Executive Vice President the Executive Vice President for Health and Biomedical Sciences several other vice presidents the General Counsel the Secretary of the University and the deans of the Faculties all of whom are appointed by the Trustees on the nomination of the President and serve at their pleasure The President As the chief executive officer of the University the President exercises jurisdiction over all of its affairs subject to the control of the Trustees The President serves as the channel of communication between the Faculties and the Trustees nominates deans of Faculties and directors of administrative boards appoints department chairs and directors of institutes and centers administers discipline in accordance with the Statutes grants leaves of absence confers academic degrees and certificates on candidates recommended by the Faculties administrative boards and institutes and awards honorary degrees and University medals for excellence The President also presides over the University Senate and is the chair of every Faculty and administrative board established by the Trustees In the event the President is disabled resigns retires or dies the Provost performs the duties and exercises the authority of the President until the Trustees select a successor or an acting president The responsibilities of the Provost and the Senior Executive Vice President are described below Among the other senior officers of administration reporting directly to the President are the following The General Counsel is responsible for all the legal affairs of the University The Secretary of the University staffs the work of the Trustees records and preserves the minutes of their meetings serves as liaison between the President and them is the University s corporate secretary has custody of the corporate seal and issues letters of appointment to University officers The Executive Vice President for Research oversees the University s strategic efforts to strengthen its research programs and extend them into new areas of intellectual inquiry On behalf of the President the Executive Vice President also directs the work of the University offices responsible for sponsored projects and research compliance The Executive Vice President for Communications provides leadership and support to the University community in conveying information about Columbia to both external and internal audiences The Executive Vice President for Government and Community Affairs serves as the University s chief liaison to government and directs its efforts to strengthen its partnerships with its neighboring communities The Executive Vice President for University Development and Alumni Relations directs the fundraising activities of the University and coordinates its relations with its alumni The Director of Physical Education and Intercollegiate Athletics supervises the physical education programs of the University directs the intercollegiate athletics programs and manages the University gymnasium The Provost As Columbia s chief academic officer the Provost is responsible for ensuring that its programs and academic staff are of the highest quality The Provost directs academic planning at the University supervises the work of all academic units and periodically evaluates their programs and authorizes the appointments of the faculty officers of research and officers of the libraries In cooperation with the Senior Executive Vice President and other central administrative officers the Provost also oversees the budgets and financial planning of the Faculties and the creation of strong administrative services to support the University s academic activities With respect to academic appointments the Provost s duties include reviewing nominations to tenure with the assistance of ad hoc committees and recommending to the President and Trustees whether tenure should be granted see Appointment to Tenure in Chapter III developing and administering the University s policies governing the terms of appointment of its officers of instruction research and the libraries promoting excellence and diversity among the University s academic officers and ensuring that recruitment to positions as officers of instruction research and the libraries is conducted in accordance with the University s Affirmative Action Plan see Appointment and Promotion in Chapters III and IV reviewing and approving academic appointments and salaries granting sabbaticals and other leaves of absence on behalf of the President see Leaves of Absence in Chapters III and IV and reviewing faculty grievances and for those cases heard by the Committee on Faculty Affairs Academic Freedom and Tenure of the University Senate deciding whether to accept its recommendations The Provost exercises these responsibilities directly or through representatives most importantly the Executive Vice President for Health and Biomedical Sciences to whom the Provost has delegated broad authority for academic appointments at the Medical Center The Provost is a member of all Faculties and administrative boards evaluates the annual reports of their deans and directors on their activities and presides at their meetings in the absence of the President The Provost s approval is required for all changes to the stated rules of the Faculties and administrative boards and to the by laws of the departments and institutes The Provost reviews all proposals for changes in academic programs before they are submitted as appropriate to the University Senate and the New York State Education Department for approval These include the creation and elimination of programs and changes in programmatic content that are sufficiently significant as to require authorization beyond the appropriate Committees on Instruction If a proposed program will be offered in collaboration with another institution the Provost signs the document that defines the terms of the agreement and the responsibilities of the collaborating parties on behalf of the University The Provost is appointed by the Trustees on the nomination of the President In selecting the nominee the President consults with the Executive Committee of the University Senate The Provost is aided by a staff that includes several vice and associate provosts Information on the responsibilities of these officers may be obtained through the Provost s web site at www provost columbia edu Reporting to the Provost the Vice President for Arts and Sciences and Dean of the Faculty of Arts and Sciences supervises the operations of the seven Faculties 30 departments and other academic units in the Arts and Sciences coordinates their curricular programs controls their budgets and reviews and approves all nominations of officers of instruction and research in those departments before they are forwarded to the Provost The Provost directly oversees the activities of the other Faculties on the Morningside campus and is responsible for various special academic programs institutes and centers outside of the Medical Center The Provost also has authority over academic activity at the Medical Center but primarily exercises it through the Executive Vice President for Health and Biomedical Sciences Also reporting to the Provost are the Vice President for Information Services and University Librarian who oversees the operations of the University Libraries and other organizational units responsible for providing information services to the University community the Director of The Earth Institute at Columbia University who coordinates the integration of centers and programs within the University that are dedicated to the study of Earth and the environment and the Director of the Italian Academy for Advanced Studies in America Executive Vice President for Health and Biomedical Sciences The Executive Vice President for Health and Biomedical Sciences and Dean of the Faculty of Health Sciences is responsible to the President for planning and policy affecting the Columbia University Medical Center but reports to the Provost on matters relating to academic programs and personnel The Executive Vice President also supervises the relationship of the University with its affiliated hospitals and other institutions that interact with the Medical Center serves as the Dean of the Faculty of Medicine and oversees the programs of the Faculties of Dental Medicine Nursing and Public Health Senior Executive Vice President The President has assigned responsibility for financial management and the University s administrative operational services to the Senior Executive Vice President These services include management of the University s administrative computing systems the physical plant public safety human resources institutional real estate student services and administrative support functions Three executive vice presidents and other senior administrators report to the Senior Executive Vice President As the chief financial officer of the University the Executive Vice President for Finance is responsible for the management of the University s budget and its financial accounting system directs its long term financial planning and oversees the investment of its endowment Among the senior officers reporting to the Executive Vice President are the following The Vice President for University Budget and Financial Planning develops and administers the University s operating and capital budgets coordinates University wide financial planning and makes recommendations on financial policies and guidelines The Vice President has an indirect reporting relationship to the Provost The President of the Columbia Investment Management Company develops the University s investment policies and manages its portfolio The Controller maintains the University s financial accounting system develops and implements its accounting policies and leads such financial operations as payroll grant and contract financial management effort reporting and the fixed asset inventory The Treasurer is responsible for risk management trust and estate administration cash management bank relations and capital financing The Vice President for Procurement Services oversees all acquisition activity across the University including sourcing purchasing travel accounts payable and the procurement card program The Executive Vice President for Facilities supports the educational and research missions of the University by maintaining a safe beautiful and functional campus environment that meets the needs of its students faculty staff and visitors The Executive Vice President is responsible for maintaining the buildings grounds and physical plant of the main campus the Baker Field Athletics Complex the Lamont Doherty Earth Observatory and Nevis Laboratories designing and building new facilities when they are needed leading campus planning and space management ensuring public safety managing University housing and parking and assisting Columbia affiliates in finding off campus housing The Executive Vice President for Student and Administrative Services oversees many of the support services provided to Columbia students faculty and administrators The Executive Vice President supervises the delivery of the University s student services including Student Financial Services and the Registrar Faculty House print services and mail Three vice presidents report to the Executive Vice President The Vice President for Human Resources administers the University s personnel policies and benefits plans supports administrative recruiting by the departments and schools administers the University s policies governing staff employment and manages relations with its labor unions delivers training programs and provides other services designed to enhance individual and organizational effectiveness The Vice President for Columbia University Information Technology CUIT maintains the University computer and communications systems The Vice President for Student Auxiliary and Business Services oversees student housing dining and health University Event Management comprised of the student center Alfred Lerner Hall Columbia Catering and Faculty House print services campus and student mail and transportation services The Executive Director for Columbia Technology Ventures oversees the University s relationship with industry with respect to collaborative and license agreements new patents and inventions and copyright materials and the start up of new business ventures Ombuds Officer The Ombuds Officer serves as an informal confidential resource for assisting members of the University community with confiict resolution The Ombuds Officer provides information counseling and if so requested informal communications and mediation to faculty of cers of research officers of the libraries students and staff with concerns about any matter relating to their lives at the University The Ombuds Officer does not arbitrate or adjudicate disputes and does not participate in any formal University grievance proceedings As the need arises he or she reports patterns of concern to the appropriate academic or administrative of cers and makes recommendations on matters of University policy and life that need improvement In order to maintain the independence and impartiality of the office the Ombuds Officer reports directly to the President top Last Revised November 2008 Academic Structure of the University The basic organizing units of the University are its 20 Faculties and 78 departments of instruction The Faculties are commonly referred to as schools or colleges depending upon historical circumstances However the terms are not synonymous since some schools and colleges are units within larger Faculties Academic activity is also conducted through administrative boards institutes interdepartmental programs centers and laboratories The relationship between Faculties and departments is a complex one In general Faculties are responsible for curricular programs leading to degrees and certificates while departments provide the instruction required by those programs The focus of some Faculties is sufficiently limited that they are simultaneously departments while others draw on many departments to meet their instructional needs Conversely some departments are part of more than one Faculty Faculties The Arts and Sciences consists of seven Faculties The Faculty of Arts and Sciences which is led by the Vice President for Arts and Sciences coordinates the programs of the other six Faculties Columbia College the Graduate School of Arts and Sciences and the Schools of General Studies International and Public Affairs the Arts and Continuing Education as well as the 30 departments in the Arts and Sciences and addresses questions of common concern In addition to the Arts and Sciences there are six professional Faculties on the Morningside campus Architecture Planning and Preservation Business Engineering and Applied Science Journalism Law and Social Work Located at the Columbia University Medical Center are the Faculties of Dental Medicine Medicine Nursing and Public Health The Faculty of Health Sciences which is led by the Executive Vice President for Health and Biomedical Sciences coordinates their programs and addresses academic issues affecting the Medical Center as a whole Two affiliated institutions Barnard College and Teachers College are also Faculties of the University The Faculties are responsible for organizing and conducting the programs of study leading to the degrees and certificates conferred by the University They set the academic standards for admission determine the requirements for graduation from those programs and approve the courses that fulfill those requirements They establish the rules and procedures for evaluating the proficiency of their students and recommend those who have successfully completed their programs to the President for degrees and certificates They also periodically publish bulletins that specify the work to be pursued in each of their programs and list the courses with their instructors offered in each of the departments of instruction under their jurisdiction The authority of the Faculties to direct their curricular programs is subject only to the reserve powers of the Trustees the provisions of the University Statutes and certain concurrent powers of the University Senate with respect to the educational policies and programs of the University see University Senate above A Faculty is governed according to the stated rules it has adopted subject to the approval of the Provost and the provisions of the University Statutes These rules determine who has the right to vote define the standing committees that handle most of the business of the Faculty and specify the procedures by which its affairs are conducted Each Faculty consists of the President the Provost the dean the Vice President for Arts and Sciences or the Executive Vice President for Health and Biomedical Sciences where appropriate and those officers of instruction and of administration who are appointed by the Trustees on the nomination of the Faculty The specific eligibility requirements for membership in each Faculty are set forth in its stated rules These requirements will differ from one Faculty to another but full time officers of instruction customarily are nominated for membership if they perform at least half of their instructional responsibilities within the Faculty In addition if the stated rules permit retired faculty who are offering instruction as special lecturers may be nominated for the period of

    Original URL path: http://www.columbia.edu/cu/vpaa/handbook/organization.html (2016-02-12)
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  • Officers of Instruction
    dean of the Faculty considering the candidate in other parts of the University The various Faculties follow different methods for evaluating candidates for tenure In the Arts and Sciences Engineering and Applied Science Medicine and Public Health candidates qualifications are reviewed first by the departments in which they will serve Following an affirmative vote by the department nominations in the Arts and Sciences are reviewed by the Vice President in the Faculty of Medicine by the Medical Center s Committee on Appointments and Promotions acting on behalf of the Executive Vice President for Health and Biomedical Sciences in Public Health by the School s Committee on Appointments and Promotions acting on behalf of the dean and in Engineering and Applied Science by ad hoc committees that are established by and report to the dean Since the other Faculties are themselves single departments of instruction the review is conducted by the full tenured faculty who vote on whether to propose a nomination to the dean In the case of some of those Faculties this review is preceded by an evaluation by a division or by a standing committee on academic appointments Regardless of the form of the school s internal review the final decision on whether to nominate a candidate for tenure rests with the vice president or dean Nominations from Dental Medicine Nursing and Public Health also require the endorsement of the Executive Vice President for Health and Biomedical Sciences before they can be forwarded to the Provost for ad hoc review Therefore they are reviewed by the Medical Center s Committee on Appointments and Promotions after the completion of the school s internal reviews For information on the policies and procedures governing the departmental and Faculty reviews officers should contact the office of the dean or vice president At a minimum nominations for ad hoc review require a favorable vote by a majority of the tenured faculty in the department or school or by a majority of an appointments committee duly authorized to make judgments on tenure on their behalf Individual departments and schools may specify a higher percentage as necessary to nominate as long as they consistently apply the requirement they establish to all potential candidates they review Joint appointments require positive votes from all of the nominating departments and schools and the approval of the appropriate deans and vice presidents When one department or school votes not to nominate a second may not initiate a review of the candidate without the prior permission of the Provost The decision on whether to nominate is made by an open vote or by signed ballots so that any faculty who vote no can be identified and asked to provide the ad hoc committee with an explanation of the reasons for their opposition A department or school may reconsider a candidate whom it previously decided not to nominate for tenure if there is evidence of substantial scholarly development since the first review For candidates who already hold full time instructional appointments at the University the new evaluation must be permitted by the provisions of the University Statutes governing the limits on nontenured service The vice president or dean will forward the nomination of a candidate who has previously been turned down at the departmental or school level on being satisfied that there has been a sufficient improvement in the quality of the individual s work since the first review such that the original negative decision is no longer valid In those cases the dossier submitted in support of the nomination includes a full description of both the original and new review including a full explanation of the reasons for the initial negative decision Ad Hoc Review The University including Barnard College but excepting the Faculty of Law follows a regular system of review by an ad hoc committee whenever a school or department recommends a candidate for tenure The purpose of this system is to ensure that the same standards of judgment are applied to all appointments to tenure regardless of the school or department originating the nomination and thereby to secure a faculty of exceptional quality and distinction throughout the University Ad hoc reviews with the exception of those for candidates from Barnard College are conducted according to the policies and procedures set forth in detail in the Provost s statement Principles and Customs Governing the Procedures of Ad Hoc Committees and University Wide Tenure Review which is reissued every year Because there are some differences in procedures a separate statement governs the review of nominations from Barnard Copies of both documents can be obtained from the Office of the Senior Vice Provost for Academic Administration which administers the ad hoc system on behalf of the Provost They are also posted on the Office s web site at www columbia edu cu vpaa docs tenframe html The remainder of this section summarizes the ad hoc process for nominations outside Barnard College Each ad hoc committee consists of five tenured faculty one of whom serves as its chair Ad hoc committees and their chairs are appointed by the Provost in consultation with the Tenure Review Advisory Committee TRAC which includes at least nine tenured faculty who are selected annually plus the Vice President for Arts and Sciences the Executive Vice President for Health and Biomedical Sciences and the Executive Vice President for Research who serve ex officio The members of an ad hoc committee are chosen primarily from the tenured members of the University faculty who are familiar with the candidate s field of specialization They may hold appointments in any Faculty of the University including Barnard College Faculty with tenure of title who have passed an ad hoc review may also be asked to serve as may retired tenured members of the Columbia faculty when TRAC and the Provost conclude that they can bring a needed expertise to the evaluation of the candidate Since the purpose of the ad hoc system is to provide a second entirely independent review of each nomination members of the nominating department or school are not asked to serve on the committees for its candidates Similarly excluded are faculty from other departments who have collaborated with the candidate voted on the nomination written letters of evaluation served on a search committee that selected the nominee for the tenure position or served on a Faculty wide personnel committee that assisted the dean or vice president in deciding whether to forward the nomination to the Provost While every effort is made to avoid asking professors on leave or department chairs to serve it may sometimes be necessary to appoint them to ad hoc committees A professor already sitting on one committee is appointed to a second only when the Provost and TRAC consider his or her expertise to be essential to the conduct of the review The Provost routinely selects one person from outside the University and sometimes more to serve on ad hoc committees The outside member of an ad hoc committee may not be someone who has collaborated with the candidate or supervised his or her doctoral studies or postdoctoral training Similarly individuals who have written an evaluation of the candidate are not asked to serve Given these restrictions the selection of an outside member normally occurs before the department or school solicits external evaluations for a candidate to ensure that the most appropriate individuals can be considered for that role The Senior Vice Provost for Academic Administration conducts the search for an outside member In compiling a list of recommendations for the consideration of TRAC and the Provost the Senior Vice Provost normally consults with the appropriate department chair or dean and with scholars at other universities The Senior Vice Provost typically starts by asking the chair or dean for suggestions Before responding that officer may consult with other members of the Columbia faculty or scholars at other institutions but not with the candidate Along with the recommendations for the outside member the chair or dean submits the names of several scholars at other institutions with whom the Senior Vice Provost can consult for further suggestions the proposed referee and comparison lists and an electronic copy of the candidate s curriculum vitae Before submitting a list of possible outsiders to the members of TRAC and the Provost the Senior Vice Provost will give the chair or dean an opportunity to comment on their suitability It is the responsibility of the chair or dean to raise any questions about the appropriateness of a proposed outsider at that time The Provost will take such information into consideration but reserves the right to ask anyone he or she deems to have the expertise needed to evaluate the candidate While the various Faculties appropriately follow different methods for nominating candidates for tenure every nomination sent to the Provost is accompanied by the same types of materials for the ad hoc committee s review The department or division originating the nomination may take the lead in preparing these materials but it is the responsibility of the dean or vice president to ensure that they are complete accurate and submitted to the Office of the Senior Vice Provost in a timely fashion The dean or vice president may supplement the dossier with additional materials after its original submission at any point up to the date of the ad hoc review In conducting its review an ad hoc committee relies on evidence of three kinds The nominating department or school prepares three written statements One analyzes its current state and objectives the second reports on the process by which the candidate was selected and the third assesses his or her qualifications With these statements the department or school also submits the nominee s curriculum vitae a representative set of his or her written work published and unpublished a statement from the candidate on his or her current research teaching and future scholarly projects with the permission of the Provost this statement may be omitted for external candidates evidence of the nominee s contribution to the educational programs of the department or school and teaching performance and any other information it wishes the committee to consider For a candidate in the Arts and Sciences the supporting materials also include an assessment of the individual s qualifications by the nominating department s counterpart at Barnard College and a record of the counterpart department s formal vote on whether he or she should receive tenure Recognized experts in the candidate s specialization are asked to write letters evaluating the nominee s qualifications and comparing him or her with other prominent scholars in the field Referees include the leading individuals in the candidate s field of specialization Other established scholars and professionals who can assess the quality of the nominee s work and its contribution to his or her broader discipline may also be asked for evaluations especially in those cases where the field of specialization is narrow and the number of individuals working in it is limited In selecting the comparison scholars care is taken to define the field of specialization in a manner that is appropriate and yet not so narrow that the referees find it difficult to make a meaningful comparative evaluation of the candidate The comparison list includes the most outstanding of the candidate s peers When the nominee is a younger scholar it will also include more senior individuals who are judged to be the best in the field In those cases the referees are asked if the nominee has the potential of reaching the level of achievement of the more senior comparison scholars The Provost arranges for witnesses to appear before the ad hoc committee who can speak to the need for the tenure appointment and the nominee s qualifications The dean or department chair normally makes the case for the nomination although he or she may delegate that responsibility to another tenured member of the nominating unit The department or school may have a second witness appear to provide further testimony on the candidate s scholarship and teaching Additional witnesses may be asked to testify at the discretion of the ad hoc committee In particular when there is evidence of disagreement within the nominating department or school care is taken to ensure that the committee hears from individuals representing the full range of opinion on the candidate s qualifications When a nominee will have major responsibilities in more than one school or department the chairs or deans of all of the relevant units are routinely invited to appear as witnesses or submit letters of evaluation A detailed description of the materials included in a tenure dossier may be found in the Provost s annual statement Principles and Customs Governing the Procedures of Ad Hoc Committees and University Wide Tenure Review which is posted on the web at www columbia edu cu vpaa docs tenframe html The Provost has established a schedule which may be found in the annual Ad Hoc Guidelines for submitting the dossier of materials that accompanies a nomination Failure to observe that schedule may result in the postponement of the ad hoc review to the following academic year or in the case of an internal candidate in the seventh year of counted service lead to a decision not to hold a review in which case the individual s full time instructional appointment will be terminated after an eighth and final year The work of an ad hoc committee begins with a careful evaluation of the materials submitted in support of the nomination This includes a critical reading of the candidate s scholarly work The letters of evaluation provide the committee with the views of leading scholars on the candidate s work However they cannot substitute for the members own reasoned assessment of the quality of the candidate s scholarship The ad hoc committee chair is responsible for ensuring that the dossier is sufficient to meet the committee s needs The chair is expected to consult with the rest of the committee in advance of its meeting to determine if further information is needed and to alert each member to any special concerns that the others might have about the nomination The members of an ad hoc committee are expected to seek whatever additional information they feel they need to perform a thorough and careful review of the candidate For example they may ask the Provost to solicit additional referee evaluations or written statements from the nominating unit or they may ask that additional witnesses even from outside the University be invited to give testimony They also may make further inquiries both within and outside the University by telephone or personal interview While all members of the committee may make such inquiries they should take special care to coordinate their efforts with their chair and act with the greatest discretion to ensure the confidentiality of the ad hoc review The ad hoc committee meetings are scheduled by the Coordinator for Tenure Reviews in the Office of the Senior Vice Provost for Academic Administration While the Coordinator makes every effort to find a time that is convenient for everyone involved with a review it is not always possible to avoid conflicts with other responsibilities Since tenure decisions are of the highest importance to the University it may be necessary to ask participants to reschedule other commitments to attend a committee meeting Ad hoc meetings take precedence over all other committee assignments and all administrative duties within the University In some cases it may even be necessary to ask participants to rearrange consultations with students and in very rare instances classes in order to provide sufficient time for the committee s deliberations It is not always possible to arrange for all members of the ad hoc committee to attend the meeting in person The Provost may therefore choose to have members participate by videoconferencing or by telephone especially those from other institutions When the schedules of the committee members conflict with those of others who will participate in the review the Coordinator gives priority to the former While every effort is made to accommodate the witnesses it may be necessary to ask the dean or chair of the nominating unit for someone else to testify on behalf of the candidate or to proceed with the ad hoc review without the individual who cannot attend If the dean or chair considers both of those alternatives detrimental to the case for the nominee he or she may ask the Senior Vice Provost to delay the ad hoc meeting to a time when the witness is available The Coordinator will also schedule meetings at times when the administrators who have the right to attend as observers are unavailable rather than unduly delaying the completion of the review To ensure that the members of an ad hoc committee have adequate time to prepare for their meeting the Coordinator normally does not start to schedule the review until the committee members have received the candidate s full dossier It is therefore incumbent upon the nominating department or school to submit the supporting materials for a candidate in a timely manner in order to avoid delays in the completion of the review The committee chair conducts the meeting of the ad hoc committee The Provost or a representative is present at all ad hoc committee meetings and may actively participate in the questioning of witnesses and in the discussion of the committee When appropriate other administrators such as the Vice President for Arts and Sciences the Executive Vice President for Health and Biomedical Sciences the Dean of the Graduate School of Arts and Sciences or the Dean of The Fu Foundation School of Engineering and Applied Science are invited to attend If the committee decides that additional information testimony or deliberation is required further meetings are scheduled Once the committee concludes its deliberations its five members vote on the nomination and the chair conveys their recommendation to the Provost in writing The ad hoc committee serves in an advisory capacity to the Provost who is not bound by its recommendation In particular a split vote in favor of a candidate is not a strong recommendation In addition to its final vote the Provost weighs the evidence presented to the committee and the discussion of the members at their meeting before deciding whether to forward the nomination to the President and the Trustees The Provost may also obtain additional information after the ad hoc meeting such as written assessments from the members of the committee and further evaluations verbally or in writing from experts at other institutions Any such additional information is normally not shared with the chair or dean of the nominating department or school Upon completion of his or her review the Provost will submit a recommendation to the President on whether the candidate should be awarded tenure A nomination is forwarded to the Trustees for their approval only if the Provost and President are satisfied that the candidate deserves tenure Candidates from the Faculty of Medicine who pass their ad hoc reviews are also reviewed by the Faculty Council before they are proposed to the Trustees for appointment without stated term After the President reviews the nomination the Provost informs the appropriate department chair and the vice president or dean of the decision who will then inform the candidate In those unusual cases where the Provost President or Trustees do not accept the formal recommendation of the ad hoc committee the Provost informs its members of the reasons A candidate who is denied tenure may meet with the Provost to discuss the decision A similar process exists for evaluating a nomination from the Faculty of Law even though the review is performed by the tenured faculty of the School rather than by an ad hoc committee The School s tenured faculty serve in an advisory capacity to the Provost Following the completion of their review and the acceptance of a positive recommendation by the dean the candidate s dossier is submitted to the Provost who may obtain additional information before deciding whether to forward the nomination to the President and the Trustees A second ad hoc review may be conducted for a candidate who is denied tenure if the Provost determines that the first was marked by procedural irregularities of a magnitude that materially affected its outcome In such cases the Provost may choose either to reconvene the original ad hoc committee or if he or she feels that the irregularities compromise its ability to reach a reasoned decision to appoint a new committee to consider the nomination In the absence of procedural irregularities a candidate is reconsidered only in rare instances when the Provost is satisfied that there is evidence of substantial scholarly growth following the original negative decision It is incumbent upon the school or department to obtain the approval of the Provost to conduct a new review before it solicits any further letters of evaluation votes on the candidate or begins to prepare for a new nomination in any other way Requests from departments for new reviews require the endorsement of the dean or vice president before they are forwarded to the Provost In support of such requests the nominating school or department submits a statement that explains why it believes the new work meets the standard for a second review That statement should deal only with the new materials and not with the work considered during the first review The Provost may seek the advice of selected scholars in the candidate s field before reaching a decision on whether to reopen consideration of the nomination When the rationale for the new review is scholarly growth the Provost normally reconvenes the original ad hoc committee to conduct a second review replacing only those members who are not available The committee does not reassess the quality of the materials submitted in support of the original nomination Instead the new evaluation focuses on the work completed after the first ad hoc and on whether it is of sufficient quality to overcome the reservations that led to the initial negative decision on the candidate s nomination The ad hoc review can only provide the type of rigorous yet fair examination needed to ensure tenure decisions of the highest quality if all of its aspects are kept confidential Confidentiality is also an act of civility to everyone involved in the review especially the candidate and those who are asked to evaluate his or her credentials Consequently only those who are directly involved in a review are informed of the membership of a committee and when it is scheduled to meet Information about the committee s deliberations and vote is similarly restricted to its members the Provost and the President Committee members witnesses deans department chairs and any others who are involved with a review in any way are expected to maintain confidentiality at all times While candidates are not told of the membership date and deliberations of their ad hoc committees the Office of the Provost does inform them of the process by which their nominations are evaluated Following the receipt of a nomination the Senior Vice Provost for Academic Administration sends the candidate a copy of the Ad Hoc Guidelines and invites the individual to call with any questions about how the evaluation will be conducted The candidate may also ask to meet with the Senior Vice Provost to discuss the process Further information may be obtained from the deans or department chairs who have a special responsibility consistent with the requirement of confidentiality for advising their candidates on how ad hoc reviews are conducted top Last Revised November 2008 Appointment with Tenure of Title Certain full time officers of instruction in the Faculties of Dental Medicine Medicine Nursing and Public Health who are not eligible for tenure may nonetheless receive tenure of title While those appointments are without stated term they do not provide a guarantee of salary from the University The appointments of officers with tenure of title may be involuntarily terminated for cause or the discontinuation of an academic department see Termination below In addition those who hold University appointments as members of an affiliated hospital or institute may lose their appointments if the affiliation agreement comes to an end or if they cease to be connected with the hospital or institute Officers eligible for tenure of title are considered first by their department or division then by their school and then if nominated by the Medical Center s Committee on Appointments and Promotions In the Faculty of Medicine all nominations for tenure of title are also reviewed by the Faculty Council before they are proposed to the Trustees for appointment without stated term If the faculty member will have an unmodified title the Provost will conduct an ad hoc review before deciding whether to forward the nomination to the President The Trustees make the final decision on the recommendation of the Provost and President on whether the faculty member should receive tenure of title top Last Revised November 2008 Leaves of Absence The President has the power to grant leaves of absence for reasonable cause and for such length of time as he judges the occasion may require He has delegated that responsibility to the Provost for officers of instruction research and the libraries This section of the Handbook describes the policies governing faculty leaves Chapter IV contains similar information for officers of research The primary objective of the University s policies on leaves is to free its academic officers from their normal duties to conduct research write or otherwise engage in scholarly or professional activity There are three types of faculty leaves for scholarly and professional purposes sabbaticals research leaves with or without salary and exemptions from teaching duties In addition faculty are given leaves for medical reasons child care military or public service and compelling personal need Leaves contribute to the University s dual mission of research and education by allowing faculty to pursue their scholarly goals and acquire knowledge that makes them better teachers With the exception of sabbaticals however leaves for scholarly purposes are not an entitlement They are granted at the discretion of the Provost on assurance from the department or school that they will not interfere with the staffing of its curricular obligations If the number of faculty interested in taking leaves compromises the ability of a department or school to meet its responsibilities the chair or dean may require some to defer their proposed leaves until a later time In such cases sabbaticals are given priority over other types of leaves Eligibility Only full time faculty are ordinarily entitled to leaves As a general rule part time officers of instruction must resign or refuse appointment if they cannot carry out their duties during the stated terms of their appointments Exceptions to this policy are permitted primarily when a part time faculty member is a member of the United Doctors Association of Harlem Hospital and meets the requirements for taking leaves stated in their collective bargaining agreement with the University qualifies for a leave under the Family and Medical Leave Act of 1993 as described later in this section of the Handbook or qualifies for a military leave under the Uniformed Services Employment and Reemployment Rights Act of 1994 see Other Leaves below Full time faculty may request leaves of absence for scholarly purposes and exemptions from teaching duties ETDs if they hold an appointment in a professorial rank with the exception of those with visiting titles This privilege is not ordinarily available to full time faculty in nonprofessorial ranks Exceptions require the prior permission of the dean or vice president and the Provost Professors and associate professors with tenure or with tenure of title who have successfully passed an ad hoc review are eligible for sabbatical leaves Clinical faculty with tenure of title may not take sabbaticals All full time faculty regardless of rank may receive leaves for medical reasons child care military or public service or compelling personal need General Policies and Procedures Sabbaticals leaves of absence for scholarly purposes and exemptions from teaching duties normally correspond to an academic term or year The University also seeks to coordinate child care and public service leaves with the academic calendar Other types of leave medical military and for compelling personal reasons may begin and end on other dates Most leaves are authorized for no more than one year at a time but the Provost may approve a second consecutive year on the recommendation of the dean or vice president Faculty normally may be on leave for a maximum of two consecutive years Further extensions are rarely given except in the case of long term leaves for medical reasons or military service Faculty with certain exceptions described below are expected to return to the University for at least one year of full time service after a leave of absence Those who do not return after a leave with salary are expected to reimburse the University for its cost The Provost may waive these requirements on the recommendation of the dean or vice president All faculty are expected to be in residence for at least two years of full time service between leaves of any kind Exceptions to these provisions require the approval of the chair dean or vice president and the Provost Faculty must request a leave when they plan to be absent from the University for more than a week during a regular academic term Such requests with the exception of sabbaticals as described below are made in writing to the officer s department chair or dean prior to the anticipated beginning of the leave In the four Faculties with multiple departments the Arts and Sciences Engineering and Applied Science Medicine and Public Health the chair forwards the requests to the dean or the vice president The deans and vice presidents may authorize leaves of one month or less on behalf of the President Requests for leaves of longer duration require the prior approval of the Senior Vice Provost for Academic Administration on the President s behalf Leaves of absence and ETDs may affect an officer s benefits depending upon the terms of the benefits program the amount of base salary the individual receives and whether the period of absence can be classified as a leave under the Family and Medical Leave Act of 1993 see FMLA Leaves below Faculty should contact a counselor in Human Resources for detailed information about their benefits while they are on leave Sabbatical Leaves Each professor and associate professor with tenure is entitled to a sabbatical leave of one year at half base salary or a half year at full base salary after completing 12 terms of full time teaching Professors and associate professors with unmodified titles who have been awarded tenure of title following a University wide ad hoc review enjoy a similar entitlement All terms of full time teaching in a nontenured professorial rank other than those with a visiting title count toward a sabbatical Periods of non sabbatical leave including partial leave do not nor does a term of full time teaching during a year in which a professor takes a one term sabbatical leave at full salary Department chairs in the Arts and Sciences and in Engineering and Applied Science receive additional semesters of credit toward their sabbatical leaves to compensate for the administrative duties that take time away from their scholarly work In Engineering and Applied Science they are credited with four semesters for each three year term completed In the Arts and Sciences the credit which can range from two to six semesters is based upon the size and complexity of the department Information on the credit for each department may be obtained from the Office of the Vice President for Arts and Sciences With the approval of the Vice President a chair in the Arts and Sciences may receive prorated credit for serving less than a three year term Faculty who take other types of leaves are expected to serve in a full time capacity for at least two years before taking a sabbatical regardless of the number of semesters of credit they may have accumulated Exceptions require the prior approval of the department chair and the dean or vice president as well as the special permission of the Provost Tenured faculty are ordinarily not entitled to sabbatical leaves while serving as officers of administration Exceptions require the approval of the Provost and President The time spent as an administrator is considered equivalent to full time teaching and is credited toward a sabbatical leave which should be taken at the first opportunity after the officer relinquishes the administrative post Tenured faculty may ask to advance their sabbatical leaves by up to one year to meet departmental needs or for compelling personal reasons Such an arrangement requires the approval of the chair and dean or vice president as well as that of the Provost Following an early sabbatical terms of full time teaching are credited first toward completing the 12 term requirement for that leave A dean or vice president may ask the Provost to waive the eligibility requirements for a sabbatical so that a faculty member may take a paid leave prior to completing 12 semesters of full time teaching This occurs most commonly when the dean or vice president agrees to compensate a newly recruited tenured faculty member for sabbatical credits accumulated at his or her prior university but it can also happen for other reasons In these cases the Provost grants an exemption from teaching duties in lieu of a sabbatical In return the faculty member agrees to give up any semesters of credit toward a sabbatical leave earned at Columbia prior to the leave A sabbatical may be postponed with the prior approval of the chair and the dean or vice president If it has not been taken by the end of the second year after it was originally due only one year of teaching during the period of the postponement is ordinarily counted in determining eligibility for the next sabbatical Exceptions to this policy are made in two circumstances when the postponement is required to meet the instructional or administrative needs of the department school or University the entire period is counted toward the next sabbatical and professors who are eligible for a sabbatical immediately upon promotion to tenure may postpone it for one additional year without incurring a penalty in recognition of their need for additional time in which to make sabbatical plans It may be necessary to ask professors to postpone their sabbaticals if the number of requests for leave in a given year will adversely affect the instructional work of the department or school including the supervision of dissertations In such cases however sabbaticals are given priority over other leaves of absence for scholarly purposes and exemptions from teaching duties A sabbatical is granted only if a professor intends to return to the University for at least one academic year of full time service The Provost will allow an exception to this requirement only for faculty eligible for a sabbatical during the year in which they will retire provided that they do not intend to assume a position at another institution Faculty who leave the University for another position within a year of taking a sabbatical are expected to return their sabbatical salary or have their new institution reimburse the University for that cost A professor may not teach or undertake any full time employment at another institution during a sabbatical since the primary purpose of such a leave is to provide an uninterrupted opportunity for research and intellectual refreshment This restriction does not apply to a research position at another institution Periods of sabbatical leave are considered part of the officer s service and therefore count toward fulfilling any service requirements in the University s benefits programs Faculty continue to

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  • Officers of Research
    Biomedical Sciences is intended to ensure that the minimum qualifications for the position and the requirements of affirmative action have been met Affirmative Action Policies and Procedures Every appointment as an officer of research must be made in accordance with the policies described in the University s Affirmative Action Plan In addition before an initial full time compensated appointment can be made with certain exceptions for postdoctoral officers the Provost or the Executive Vice President for Health and Biomedical Sciences on the Provost s behalf must review the procedures by which the nominee was selected and determine that they comply with the requirements of affirmative action No one who will hold a full time appointment that is subject to those requirements can start to work or be paid in any manner until clearance is given The affirmative action policies and procedures for making appointments as officers of research both at the Medical Center and on the Morningside campus may be obtained from the web site of the Office of Equal Opportunity and Affirmative Action at http eoaa columbia edu recruitment faculty top Last Revised February 2012 Instructional Assignments Officers of research who are otherwise qualified may teach in an educational program of the University as long as their instructional duties do not interfere with their primary responsibilities Instructional assignments require the written permission of the principal investigator the approval of the appropriate chair or director and the endorsement of the dean or vice president of both the Faculty in which the instruction will be offered and the Faculty in which the officer holds a research appointment Since teaching may not be permitted under the terms of the officer s grant or in the case of postdoctoral research or clinical fellows training program the proposed assignment is subject to a further review by the Office of Sponsored Projects Administration The Senior Vice Provost for Academic Administration provides the final authorization on behalf of the Provost when the officer of research holds an appointment and teaches on the Morningside campus The Provost has delegated that responsibility to the Executive Vice President for Health and Biomedical Sciences when the officer is both appointed and teaches at the Medical Center When an officer of research appointed on one campus is asked to teach on the other both the Executive Vice President and the Senior Vice Provost must approve the assignment No promises of an instructional assignment may be made until all of the necessary approvals have been obtained nor may anyone start to teach in anticipation of those approvals Officers of research offering instruction are given an additional faculty appointment as lecturers or in one of the adjunct professorial ranks for the period of their teaching responsibilities These appointments are governed by the University s policies for part time officers of instruction They end with the completion of the officer s instructional assignment Full time officers of research are paid additional compensation for teaching in limited circumstances only They may be compensated for teaching one course per term up to a maximum of two during an academic year The two course limit applies to all classes regardless of whether they are for credit or not and whether they are offered during a regular term or the summer The section of Chapter III of this Handbook on Compensation provides further information on the policies governing teaching by full time non instructional officers Exceptions to those policies require the prior written approval of the Provost top Last Revised November 2008 Leaves of Absence Full time officers of research may take leaves of absence according to the policies described in this section of the Handbook Part time officers of research are not entitled to leaves except as provided by the Family and Medical Leave Act of 1993 FMLA and the Uniformed Services Employment and Reemployment Rights Act of 1994 A leave is generally granted with the expectation that the officer will return for at least one year to full time service on its completion No one is guaranteed an appointment beyond the stated term of service as a result of taking a leave with the exception of officers who have been granted leaves for medical reasons child care or military service or personal leaves to care for an ill family member The appointments of those officers are continued at least to the end of the period of the leave if it is longer than the stated term of service The appointments of research officers may be terminated at the end of leaves if the officers are given written notice with the following exceptions Research officers on leaves for military service are reinstated in the same position or one that is equivalent in rank and salary provided that they would not have been terminated in the absence of the leave and that they meet the legal requirements for requesting reinstatement Similar arrangements are made for officers returning from an FMLA leave Leaves for officers of research are approved by the Provost on behalf of the President of the University In the case of leaves of less than one month the Provost has delegated this authority to the appropriate dean or vice president The Senior Vice Provost for Academic Administration authorizes all other leaves on the Provost s behalf Except as required by law all leaves of absence also require the approval of the officer s principal investigator chair director dean and vice president before they are submitted to the Senior Vice Provost Except as specified below officers of research are granted leaves according to the policies and procedures that apply to officers of instruction see Leaves of Absence in Chapter III For information on how leaves of absence affect their participation in the University s benefits programs officers of research should contact a counselor in the Office of Human Resources Officers of research should request leaves of absence well in advance of their start so that their principal investigator and chair director dean or vice president can plan for their replacement Leaves require the necessary approvals before they can begin Leaves for Scholarly Purposes Full time senior research scientists scholars research scientists scholars and associate research scientists scholars may take leaves of absence from their regular responsibilities to participate in research at another academic or research institution Full time staff officers of research may take leaves for this purpose only with the prior special permission of the Provost Postdoctoral officers of research are not entitled to these leaves They may however resign their appointments and be reappointed at the University s discretion once they are ready to resume their responsibilities Leaves for research purposes are granted for a maximum of one year and are ordinarily not renewable Leaves for Lapse of Funding If it is neccessary to suspend the payment of salary during the course of a stated term of service because of a sudden and unexpected loss of funding a full time officer of research is placed on a leave of absence for lapse of funding until the end of the stated term or until funding is resumed whichever occurs first The leave may be extended along with the officer s appointment for up to 12 months beyond the end of the stated term if the chair director dean or vice president expects the officer to obtain new funding within that period and the Provost concurs Postdoctoral research fellows with the exception of those who are paid salary postdoctoral clinical fellows and postdoctoral residency fellows are not granted this type of leave because they do not receive salary through the University An officer of research on a leave for lapse of funding continues to participate in the University s health plans and receives basic life and basic long term disability insurance for the duration of the leave Both the University s and the individual s share of the cost of these benefits is paid by the school department institute or center in which the officer is serving Elective insurance benefits additional life insurance and optional long term disability insurance may be continued at the officer s expense Eligibility for the salary continuation plan ends with an interruption in salary and the University ceases to contribute to the officer s retirement account Officers and their family members retain the right to tuition exemption during the term in which a leave for lapse of funding begins but are not granted the benefit for the remaining duration of the leave Medical Leaves Full time officers of research suffering from a disabling illness or injury are given a leave of absence for medical reasons upon submission of the appropriate documentation completed by a physician Officers may deliver this documentation to the head of the unit in which they are working If they wish to keep information about their illness or injury confidential they can direct it to the Manager of the Return to Work Program in the Office of Human Resources who will advise the chair director dean or vice president and the Provost on how long they will be unable to perform their normal responsibilities In cases where a claim of disability appears questionable the University reserves the right to have the officer seen by a physician of its own choosing before granting the leave During a medical leave officers of research with the exception of postdoctoral research and clinical fellows receive full salary and benefits for up to six months under the University s salary continuation plan Starting in the seventh month an officer who continues to be disabled is given a leave of absence without salary and is eligible for payments from the University s insurance carrier according to the terms of the long term disability program Officers who are able to perform a portion of their normal responsibilities will be given a leave of absence with partial salary which will be supplemented with prorated disability payments from the insurance carrier Information on the long term disability program may be obtained from the Office of Human Resources Full time postdoctoral research and clinical fellows receiving stipends are not covered by either the University s salary continuation plan or its long term disability insurance While the University grants medical leaves to these officers when they experience a disabling illness or injury the continuation of the fellowship stipend depends on the rules of the granting agency If these rules permit the University will continue the stipend for as long as the granting agency permits Leaves of absence for medical reasons are granted for a maximum of one year at a time in the manner of other leaves The Senior Vice Provost for Academic Administration will renew a medical leave on receiving confirmation that the officer continues to be disabled Child Care Leaves A full time officer of research who is pregnant is entitled to a medical leave of absence according to the policies described above for the period surrounding the birth of her child during which her doctor certifies that she is unable to work Once the disability ends the officer may take a further leave to take care of the newborn child If the officer does not perform any responsibilities during the leave it is without salary With the approval of the principal investigator department chair or director dean or vice president and the Provost the officer may alternatively continue to perform a portion of her normal responsibilities on a leave with partial salary The total period of medical and child care leave normally may not exceed 12 months Male officers of research holding full time appointments may also take full or partial leaves for up to 12 months to care for a newborn child if they are the primary care giver Similar privileges are given to all full time research officers who adopt a child of less than school age or if the child is disabled or meets New York State s legal definition of hard to place is less than 18 at the time the leave begins Full time postdoctoral and clinical fellows may take a child care leave without stipend or with partial stipend according to the policies described above if permitted by the rules of the funding agency Other Leaves Full time officers of research with the exception of those who are appointed in a visiting rank may be granted leaves for public service They are also eligible for leaves for military service to the extent required by law and may take leaves for compelling personal reasons Part time officers of research may also be entitled to military leaves if they meet the eligibility requirements defined by the Uniformed Services Employment and Reemployment Rights Act of 1994 For information on those requirements officers should contact the Office of Human Resources FMLA Leaves Full and part time officers of research are entitled to leaves of absence under the Family and Medical Leave Act FMLA of 1993 if they have been employed and paid by the University for at least 12 months immediately preceding the leave and have worked for at least 1 250 hours during that period Any compensated employment regardless of title and including periods on the casual payroll counts in determining if an officer meets these requirements Postdoctoral research and clinical fellows who receive stipends as well as postdoctoral residency fellows are not eligible for this type of leave Officers of research who meet those requirements may take up to 12 weeks of unpaid leave in each year to care for a newborn newly adopted or new foster child to care for a seriously ill family member or as a result of a medical disability They may take up to 26 weeks if the leave is needed to deal with a qualifying exigency as defined by the federal Department of Labor arising out of the military service of a spouse child or parent The University s policies governing the leaves of absence that full time officers of research may take for these purposes are with the exception of certain benefits provisions more generous than the requirements of the FMLA Consequently the University considers the first 12 weeks of any such leave as fulfilling the requirements of the Family and Medical Leave Act except for leaves arising from a family member s military service in which case it counts the first 26 weeks Further information on how the Family and Medical Leave Act affects officers of research may be obtained from the web page of the Office of Human Resources at http hr columbia edu policies fmla or by contacting one of its counselors top Last Revised October 2012 Compensation Salary Professional officers of research staff officers of research and postdoctoral research scientists scholars are compensated for their services with a salary that is subject to withholding for taxes FICA and Medicare As a general rule postdoctoral research and clinical fellows receive a fellowship stipend which is not subject to withholding rather than a salary To qualify as a stipend the funds must come from an external agency that has explicitly designated the payment as a fellowship or stipend If the fellowship is funded from University sources the individual is appointed as a postdoctoral research scientist or a postdoctoral research not a postdoctoral research fellow and is paid a salary from which the University withholds for taxes Postdoctoral residency fellows are paid by the affiliated hospitals and institutes at which they are receiving their training While no nomination to a compensated research position should be made without securing funding for the entire stated term a research appointment carries no obligation on the part of the University to guarantee the assigned salary except in the case of senior research scientists scholars appointed for more than 12 months in which case their department school institute or center guarantees the salary for the entire period The salaries of senior research scientists scholars appointed for 12 months or less are subject to available funding in the manner of other officers of research If it is necessary to suspend the payment of salary to an officer of research before the end of a stated term of appointment the officer is placed on a leave for lapse of funding see Leaves of Absence above The individual Faculties follow separate programs for determining the levels of salary appropriate to recruit and retain officers of research in their respective disciplines and for ensuring that officers with similar experience and training receive comparable salaries These programs operate within the context of salary ranges which are set annually by the Vice Provost for Academic Administration These salary ranges are posted on the web site of the Vice Provost for Academic Administration at http www columbia edu cu vpaa Officers of research are paid semi monthly Initial salaries vary according to the experience and skills of the officer They also reflect the pattern of compensation in the officer s discipline and the level of funding provided by the grants and contracts supporting the projects on which the officer is working The appropriate department chair director dean or executive vice president and the Vice Provost for Academic Administration should be consulted prior to making an offer of appointment if there is any question about the salary it should carry Merit increases are considered once a year in accordance with the procedures established by the Faculty or division in which the officer is giving service The Provost issues annual guidelines that establish the range within which such increases may be given Promotional increases are considered concurrently with an advancement to a higher grade of office While salaries and salary increases are typically determined by the officer s principal investigator they are all subject to review by the relevant chair director and dean or executive vice president Outside of the Medical Center they also require the approval of the Vice Provost for Academic Administration It is the responsibility of the appropriate principal investigator or the department chair or director to inform a new officer of research of their initial

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