Other Policies and Procedures
Intern Expectations for Core and Specialty Rotations
- Interns are expected to be present for full work days, Monday through Friday, unless is it is a University holiday or if they are taking PTO.
- Individual supervisors will determine start and end times of typical days, but the general guideline is that interns will be present from 8AM to 5PM each day unless they and their supervisor have agreed upon a different schedule for the rotation as a whole or for a specific day.
- Any intern who needs to arrive later or leave earlier than the standard agreed upon arrival and departure times needs to discuss this, in advance, with their supervisor. The intern needs to be prepared to take PTO for any hours absent from work.
- Patient care duties will occasionally lead to the need to stay later than expected. When this occurs, “comp time” does not accrue and cannot be taken at a later date.
- Flex time is not available to interns. Interns cannot work additional hours on a given day or week in order to leave early a different day or week.
- The expectation is that interns will work, on-site, approximately 45 hours per week. If the number of hours per week regularly exceeds this, interns are encouraged to talk with their supervisors about ways to improve efficiency or adjust workload if needed.
- If interns find they have periods of time with nothing to do, they are encouraged to talk with their supervisors about additional activities. It is not permissible to leave early because work is completed.
- Interns are expected to keep their pagers on during work hours and respond to pages in a timely manner. It is acceptable to wait until the end of a patient session to return a page.
- Interns are to check their university email accounts, at minimum, on arriving in the morning, and before leaving in the evening, Monday through Friday. They are to respond to all emails requiring a response before leaving for the day.
- Patient concern calls should be returned within 24 hours.
- Documentation needs to be completed within the timeframes specified by each supervisor.
TIME OFF AND LEAVE POLICIES – INTERNSHIP LEAVE POLICY
PAID TIME OFF
Paid time off (PTO) for psychology interns is provided consistent with GME policy and classification of psychology interns at the PGY1 level. PGY1 House Staff members receive fifteen (15) week days free from their training responsibilities.
PTO may be used for illness, vacation, dissertation defense, and other personal or non-program sponsored educational activities.
Except in emergency situations (e.g. acute illness), PTO must be approved in advance by the intern’s supervisor and the Director of Training.
No more than 10 days off may occur in any 4 month rotation (PTO plus holidays).
It is expected that all interns will be present and active in their internship duties until the last working day of August. Requests for PTO during the last two weeks of internship will need to be reviewed on a case by case basis to ensure that an intern is not, in effect, concluding their internship year prior to the end of the 12-month training period. If a PTO request is approved for any days during the last two weeks of internship, interns must be present, at minimum, at least one day of the last week of internship.
No payment will be made for unused paid time off at the completion of training.
LEAVE OF ABSENCE
Extended leave for psychology interns follows the IU School of Medicine Leave of Absence Policy for House Staff.
The School of Medicine provides eligible house staff two types of leaves of absence, a standard leave of absence, and a family/medical leave of absence in accordance with the Family and Medical Leave Act of 1993 (FMLA).
All full-time house staff may be granted up to six weeks School of Medicine standard paid leave with full benefits for bona fide events including: Short-term disability or sick leave, and parental leave. The department chair/program director will determine what constitutes a bona fide leave and the length of leave on a case-by-case basis.
Eligible house staff (house staff who have worked for the School of Medicine at least twelve months and at least 1250 hours during the twelve-month period prior to the first day of leave.) are entitled by law to a maximum of twelve weeks of FMLA leave (up to six weeks paid and six weeks unpaid) with full benefits for the following qualifying events: Birth of a child or care for the newborn; placement with the employee of a child for adoption or foster care; the need for the house staff member to care for a spouse, child, or parent with a serious health condition; a serious health condition that renders the house staff member unable to perform the functions of the job. All requests for leaves of absence will be made in writing to the department chair/program director at least thirty days in advance, or as soon as reasonably practicable. In addition, all requests for leaves of absence require the final approval of the Director for Graduate Medical Education.
Given that psychology interns are appointed for 12 months to House Staff, they are immediately eligible for School of Medicine standard paid leave, but not FMLA leave.
Paid time off must be taken as part of the School of Medicine leave and counted against the six weeks paid leave; this applies to the FMLA leave as well.
MAKE UP TIME
For a leave of absence that extends beyond the 15 days of PTO, the intern will be required to make up the missed days after the end of the internship year. Any required make up time will be paid, and fringe benefits will be provided by the program.
ADDITIONAL PROVISIONS FOR LEAVES OF ABSENCE
If a leave extends past six weeks in the first twelve months of a House Staff member’s appointment, or twelve weeks for all other appointments beyond the first year of appointment, health benefits may be provided at the house staff member's expense and with the approval of the School of Medicine.
This document is not intended to cover all of the provisions of the FMLA. Some of the key requirements of the FMLA are listed that will have the most significant impact on personnel practices for house staff. If more information is required, please contact the Office of Graduate Medical Education.
Indiana University School of Medicine Psychology Intern Remediation Procedures
- A formal remediation plan will be developed if at the end of the first or second rotation, an intern is not meeting goals based on the consensus evaluation.
- Any rating of “Entry Level” or “Needs Remediation” on the consensus evaluation for either the first or second will lead to a remediation plan.
- Not having 50% or more of rated areas at the “High Intermediate” or “Advanced” level at the end of the second rotation will lead to a remediation plan.
- A formal remediation plan may also be requested at any point during the training year if a supervisor has concerns and informal attempts to address those concerns have failed.
- The supervisor will bring these concerns to the Director of Training. If the Director agrees that a remediation plan is warranted, a plan will be developed at this point.
- If the supervisor and Director of Training cannot reach an agreement regarding whether a formal plan is warranted, the issue will be brought to the Internship Executive Committee (See the “Internship Administration” section of this website for a description of the Executive Committee).
- A formal remediation plan may also be requested if an incident of sufficient gravity occurs that formal remediation is warranted prior to attempting informal remediation.
- The supervisor will bring the concerns to the Director of Training. If the Director agrees that a remediation plan is warranted, a plan will be developed at this point.
- If the supervisor and Director of Training cannot reach an agreement regarding whether a formal plan is warranted, the issue will be brought to the Internship Executive Committee.
- If a formal remediation plan is developed, progress/response to the plan will be documented in writing, by the supervisor, no less frequently than once per month until either the remediation is determined to have been successful, or is replaced by a new remediation plan.
- In extreme cases in which program completion is in doubt, the case will be brought to the Internship Executive Committee to determine the appropriate course of action.
1. If an intern has a concern or disagreement involving a supervisor or another intern that they are unable to resolve informally, they are to bring this concern to either the Director or one of the Assistant Directors of Training.
2. The Director or Assistant Director of Training will determine how to proceed depending on the nature of the grievance.
- The Director or Assistant Director may schedule a meeting with some or all involved to attempt to resolve the issue
- The issue may be brought to the Internship Executive Committee and/or the Director of the Section of Psychology
3. If an intern has a concern or disagreement with the Director and/or Assistant Directors of Training, they are to bring this concern to the Director of the Section of Psychology
4. Please also see the House Staff Grievance procedures (http://medicine.iu.edu/residents/gme-house-staff-handbook/policies-and-procedures/#Grievance) if the nature of the grievance is such that the intern would prefer to take the grievance outside the program/Section of Psychology or if the intern finds the internal resolution unsatisfactory.
DISCIPLINARY ACTION, TERMINATION AND DUE PROCESS
If the Psychology Internship Executive Committee determines that a problem has arisen of sufficient gravity to warrant formal disciplinary action such as suspension or termination, the Graduate Medical Education (GME) policies and procedures governing House Staff will be implemented.
The full GME policies and procedures governing Discipline, Termination and Due Process can be found via this link http://medicine.iu.edu/residents/gme-house-staff-handbook/policies-and-procedures/#Grievance
Situations that would lead to application of these policies would include behavior that threatened the safety of patients, staff or visitors to the hospitals or involved legal or serious ethical violations.
The House Staff member has a right to a hearing to appeal any decisions made. Details are outlined in the GME policy.
STATEMENT OF NON DISCRIMINATION
The Indiana University School of Medicine Psychology Internship Program adheres to the non-discrimination policies of Indiana University and does not engage in discrimination based on characteristics such as age, color, disability, ethnicity, gender, marital status, national origin, race, religion, sexual orientation or veteran status. Please also see the Equal Opportunity/Affirmative action statement of Indiana University (http://medicine.iu.edu/residents/gme-house-staff-handbook/policies-and-procedures/#Equal_Opportunity)
The psychology Internship Program adheres to the Americans with Disabilities Act of 1990 and will provide accommodations to interns consistent with the GME policy. (http://medicine.iu.edu/residents/gme-house-staff-handbook/policies-and-procedures/#Accomodations)
FACULTY AND PROGRAM EVALUATION
In order to ensure the continuing quality of the Psychology Internship Program, regular formal evaluation of all aspects of the training program and its faculty are conducted and reviewed. Interns are required to complete a formal written evaluation of each core and specialty rotation, each supervisor, and each didactic training activity. In addition, each intern is required to complete an evaluation of the Director of Training and of the internship as a whole near the end of the internship year.
These evaluations are regularly reviewed by the Internship Executive Committee and summary evaluation data are reviewed by the faculty as a whole in order to make appropriate changes in the overall structure of the Internship and its training programs, procedures, and policies.
Evaluations of individual faculty members are considered to be confidential and are available only to that faculty member, his/her administrative supervisor, members of the Internship Executive Committee, the Director of Training, the Director of the Section of Psychology, and the Chairman of the Department of Psychiatry. Individual data may be used to guide particular faculty members in their development as a supervisor and teacher.