ETHICS, RESPONSIBILITIES, CONFLICTS AND EXTERNAL ACTIVITIES
6.1 FACULTY RESPONSIBILITIES
The general responsibilities of tenured and tenure-track faculty members fal into three major
categories: (1) teaching; (2) scholarship; and (3) service. The general responsibilities of teaching
faculty typical y focus on teaching and service, although scholarship may be performed. In
discharging their responsibilities, faculty members shall report directly to their department heads
or equivalent directors. Authority for assigning particular duties within the three major categories
rests solely with CSM.
6.1.1 Distribution of Effort
Distribution of effort among the three major categories for each faculty member is
determined through an annual goal-setting discussion described in subparagraph 7.1.1.A.
Normal y, tenured or tenure-track faculty members are expected to balance their efforts
almost equally between teaching (40%) and scholarship (40%), with the service component
(20%) being weighted at a level approximately one-half of the levels of the other two
components. Teaching faculty members are expected to distribute their efforts between
teaching and service, with both components defined below in section 6.1.2, although
distributions of effort that include scholarship are possible.
Library faculty members are expected to distribute their efforts between professional
responsibilities, scholarship, and service, with the professional responsibilities having the
greatest weight. Professional responsibilities vary depending on the faculty member's role
within the library, and include the range of activities that facilitate access to high-quality
information. Examples of a librarian's professional duties may include, but are not limited to:
professional research support, development of innovative techniques to improve discovery
and access to materials, or the development and delivery of instruction in information
In the case of research faculty, the teaching and service categories may not apply.
Because of the importance that CSM places on teaching, teaching assignment guidelines
have been established for all tenured, tenure-track, and instructional faculty, as set forth in
the fol owing paragraph.
6.1.2 Teaching Assignment Guidelines
The fol owing table sets forth guidelines for the teaching assignments per semester
applicable to tenured, tenure-track, and instructional faculty members and should be utilized
in conjunction with annual goal setting. Significant deviations from these guidelines must be
agreed upon in writing by the faculty member and his or her department head and be
approved by the Provost.
Recommended Teaching Component
12 credit-hours per semester
Teaching and Service
9 credit-hours per semester
Teaching, Scholarship, and Service (no AYC1)
6 credit-hours per semester
Teaching, Scholarship, and Service (maximum AYC)
3 credit-hours per semester
Many combinations of courses, labs, senior design sections, special problems, and load
rearrangements can be used to meet the teaching assignment guidelines, and special
consideration may be given to new faculty members as part of their Professional Growth
Plans, as explained in paragraph 7.2.1 below.
6.1.3 Specific Faculty Responsibilities
The fol owing faculty responsibilities, while not an exhaustive list, are particularly noteworthy.
At a minimum, al academic faculty members shal be responsible for the fol owing:
1. Present assigned classes in a timely manner and arrange for appropriate
alternative presentation of course material in the event of necessary
absences from class.
2. Prepare and provide to students, at the beginning of a course, information
about the course, or syllabus, which shall include, at a minimum: course
description; course objectives; course outline; textbooks and reference
materials; expectation of students (exams, problem sets, quizzes); and
3. Provide students reasonable access through regular and clearly posted office
hours, and email communications, personal consultations, etc.
4. Submit al final course grades by deadlines set by the Registrar.
5. Advise undergraduate and graduate students, consistent with any formal
1. Engage in scholarly activities appropriate to the faculty member’s specific
discipline or field.
2. Complete in a timely manner, and within budget, al contractual
responsibilities set forth in research grants and contracts for which the
faculty member is responsible.
3. Comply with al required health and safety practices and policies, as wel as
current procedures concerning regulation and disposal of hazardous waste
developed by the CSM Environmental Health and Safety Office and the CSM
4. Conduct research activities in compliance with all pertinent state and federal
law and CSM policies and procedures.
5. Notify and obtain the approval of the Vice President of Research and
Technology Transfer in advance of performing any animal or human subject
research, which must be conducted in strict compliance with applicable state
and federal regulations.
1 Academic Year Chargeout
1. Participate in meetings and activities of campus and departmental
committees to which faculty member is assigned.
2. Attend the annual Faculty Conference in August and either the President's
Convocation in August, or the December or May Commencement exercises.
1. Comply with al relevant institutional policies and state and federal law
including, but not limited to, those governing the use of CSM and state
funds and accounts, performance of additional work, acquisition, utilization,
transfer and disposal of CSM property, CSM institutional computing networks
and other infrastructure and equipment, procurement of goods and services
for approved academic and other university purposes; and the hiring,
management and supervision of staff, as wel as undergraduate and
graduate student employees.
2. Perform other duties as assigned.
6.1.4 Faculty Travel
While attendance at professional meetings is encouraged, any faculty member planning to
travel on CSM-related business must submit a completed Travel Authorization form a
minimum of one (1) week prior to the travel to obtain the necessary approvals. The faculty
member must also disclose any consulting or financial interests as per section 6.3.4 that
relates to the travel.
6.1.5 Summer Services
All tenured and tenure-track faculty members may be required to render professional service
during the summer field sessions of the summer academic semester. Additional
compensation shall be paid for such summer service at a faculty member's normal salary
rate. Early in the spring, the Provost shal request the department heads to nominate
members of their staffs for summer employment. These nominations wil take into account
the desires of individual faculty members to the greatest extent possible, but CSM is
obligated to offer an effective summer program and individual faculty members are obligated
to staff this program. CSM wil make every effort to inform faculty members of their summer
appointments on or before April 1st of each year. The quality of instruction and attention to
duty expected for summer services shall be identical to that required during the regular
6.2 FACULTY ETHICALOBLIGATIONS & STANDARDS
6.2.1 Oath or Affirmation of Allegiance
Pursuant to the mandate of Colorado Revised Statutes, §22-61-104, all CSM faculty and
staff members who teach, with the exception of non-tenure track faculty and staff
members who are employed to teach in a temporary capacity and are citizens of a nation
other than the United States, are required to take the fol owing oath or affirmation:
I solemnly (swear) (affirm) that I wil uphold the constitution of the
United States and the constitution of the state of Colorado, and I wil
faithful y perform the duties of the position upon which I am about to
This oath or affirmation must be completed prior to the faculty or staff member’s
commencement of teaching duties, in writing, and subscribed and sworn before a notary
public or any other person authorized to administer oaths in the State of Colorado. The
faculty or staff member’s employment is contingent upon satisfying this statutory
requirement. A copy of the signed oath or affirmation wil be retained in the employee’s
6.2.2 Academic Fraud
All faculty members are professional y bound to adhere to the highest ethical standards
and to foster ethical behavior in their students. In particular, academic fraud in its
numerous forms, including, but not limited to, plagiarism, fabrication, and/or falsification
of research data or results, cannot be tolerated and when suspected must be reported to
the department head and the Provost. Research misconduct at CSM is governed by the
CSM Research Misconduct Policy and Complaint Procedure, which has been promulgated
by the Board and is set forth in section 10.3. A complaint lodged against a faculty
member al eging academic fraud of a type not covered by the Research Misconduct
Policy shal be investigated and handled in the manner outlined in section 11.1 below.
6.2.3 Ethical Standards and Obligations
The ethical obligations of an employee embody the spirit of the law, the values of CSM,
and the highest levels of professional integrity. Specific expectations are defined in
sections A, B, C, and D below. A complaint lodged against a faculty member that al eges
a violation of an obligation set forth below shall be investigated and handled in the
manner outlined in section 11.1.
Resources for reporting policy violations, or identifying potential ethical concerns are
available to faculty through many avenues, including, but not limited to: Human
Resources; Office of Legal Services; Compliance and Policy Office; and the appropriate
Vice President’s office. Additional y, CSM’s Ethics Hotline is available to all CSM
employees for anonymous inquiries or reporting. Mines’ does not tolerate retaliation
against an employee for reports of misconduct.
A. Ethical Standards for Colorado State Government Employees
CSM adheres to the Code of Ethics for state employees promulgated by the Colorado
General Assembly in Article 18 of Title 24 of the Colorado Revised Statutes, and CSM
adopts the following specifics standards of ethical behavior for its employees:
1. CSM employees shal not use CSM employment to bestow any preferential
benefit on anyone related to the employee by family, business, or close social
relationship. [The topic of nepotism at CSM is also addressed in subparagraph
6.2.3 D. below.]
2. CSM employees shal not disclose, use, or al ow others to use confidential
information acquired by virtue of CSM employment for private gain.
3. CSM employees shal not engage in outside employment unless the outside
employment is disclosed to and approved by the employee's immediate
supervisor and the outside employment does not interfere with the performance
of CSM duties. [The topic of faculty members engaging in additional professional
work is also addressed in subsection 6.4 below.]
4. CSM employees shal not accept any fee, compensation, gift, payment of
expenses, or any other thing of monetary value under circumstances in which
the acceptance may result in: (a) an undertaking to give preferential treatment
to any person; (b) any loss of complete independence or impartiality; or (c) the
making of an official decision outside official channels.
5. CSM employees shal not use CSM time, property, equipment, or supplies for
B. Unauthorized Use of CSM's Name, Logo,Trademarks or Seal
The name of CSM may not be used in connection with the private activities of any CSM
employee, and no intimation may be given by a CSM employee that CSM has sanctioned
any personal undertaking. Further, CSM letterhead, stationery, and business cards may
not be used for personal endeavors, nor may the name of CSM, the CSM logo, CSM
trademarks, or the official State of Colorado seal be used on personal stationery.
However, direct dialing office telephone numbers may be shown on personal letterhead
C. Personal Relationships
The subject of personal relationships between teachers and students and/or between
supervisors and subordinates at CSM is governed by the CSM Amorous Relationships
Policy, which has been promulgated by the Board of Trustees and is accessible at the
online Policy library.
The subject of nepotism at CSM is governed by the CSM Nepotism Policy, which has been
promulgated by the Board of Trustees and is accessible at the online Policy library.
6.2.4 Workplace Standards of Conduct
A. Standards for Colorado State Government Employees
CSM hereby adopts the fol owing standards of workplace behavior for its employees:,
1. CSM employees shal serve the public with respect, courtesy, and
2. CSM employees shal demonstrate the highest standards of personal integrity
3. CSM employees shal expose corruption in State government wherever
B. Gender-Based Discrimination, Sexual Harassment, and Sexual Violence
CSM has policies prohibiting gender-based discrimination, sexual harassment, sexual
violence, and unlawful discrimination. These policies are promulgated by the Board of
Trustees and are set forth on the Board of Trustees and Human Resources policy web
C. Minors on Campus.
CSM strongly supports the protection of minors on and off campus and has adopted a
policy to protect minors on campus. See the CSM Policy on the Protection of Minors
which is accessible at the online Policy library.
D. Workplace Violence
CSM prohibits workplace violence as defined in the CSM Campus Violence policy
accessible at the online Policy library.
6.3.1. General Policy Statement
As public employees, CSM faculty and staff members have a fiduciary obligation and
statutory duty to the people of the State of Colorado to adhere to ethical principles of
conduct (C.R.S. §§24-18-103, 104). Specifical y, the holding of employment at a state
university such as CSM is a public trust and any effort to realize personal gain through
official conduct, other than as compensation set through established processes, or by
inappropriate disclosure of confidential information is a violation of that public trust.
Accordingly, the employee’s external obligations, financial interests and activities must be
conducted in a manner that does not create an actual conflict of interest, result in the
appearance of impropriety, or interfere with the employee’s primary obligation and
commitment to CSM.
Conflicts of interest arise from time to time and are not necessarily unethical or il egal, as
long as they are appropriately disclosed and managed. However, failure to be
transparent and ful y disclose conflicts or potential conflicts of interest is unethical, and
may be il egal in certain circumstances. The purpose of this policy is to provide a means
for disclosing actual and potential conflicts so that these may be managed, reduced or
eliminated, to the extent possible, without detriment to the reputation, integrity or
position of CSM and the employee, and to avoid, whenever possible, compromising the
employee’s appropriate scholarly and professional pursuits.
A. Conflict of Interest
A “conflict of interest” arises when an employee has or represents interests that
compete with or are adverse to those of CSM. Such conflicts often result from
situations in which financial or other personal considerations may adversely affect, or
have the appearance of adversely affecting the employee’s judgment while exercising
his or her CSM duties or responsibilities. Where a personal bias or consideration does
or has the potential to cloud the employee’s professional judgment, the conflict of
interest that arises may adversely impact the institution’s research, instructional or
administrative programs or operations. The education of our students, conduct of
research and scholarship, and performance of administrative tasks must be free of
the undue influence of outside interests.
The mere appearance of a conflict of interest situation may be just as serious and
damaging as the existence of an actual conflict. Reports of conflicts based on
appearances can undermine the public trust in CSM and its commitment to its
mission. Accordingly, apparent or potential conflicts of interest should be disclosed
and evaluated with the same vigor as actual conflicts.
A conflict of interest may arise at any time during the employee’s appointment at
CSM, including periods when the employee is not on campus and not performing his
or her primary duties for the institution. Such conflicts may arise and should be
reported during summer and semester breaks, or sabbatical leaves, as wel as during
the academic semesters for which the faculty member has a teaching or other
assignment at CSM.
B. Conflict of Commitment
A “conflict of commitment” arises when an employee assumes external commitments
or activities (such as professional consulting, other business interests, or personal
pursuits) that substantially interfere with, or impede, the employee’s ability to satisfy
his or her primary institutional obligations and commitments to CSM. A full-time CSM
appointment implies an obligation to satisfy CSM professional responsibilities in a
timely manner and maintain a meaningful presence on campus to ensure accessibility
to students, staff members and col eagues during the employee’s appointment
period. Generally, a conflict of commitment is only likely to arise during periods when
the employee is performing his or her assigned duties for the institution. By
definition, such conflicts are not likely to occur when the employee is on leave or
does not have an active assignment with the institution, during semester breaks,
summers and sabbatical or other leaves for faculty on nine-month contracts, for
6.3.3 General Guidelines
A. Actual Conflicts of Interest
Following are examples of activities that create actual conflicts of interest and must
be disclosed and reviewed prior to being undertaken. CSM wil not approve the
proposed activity if a conflict of interest exists that cannot be effectively managed.
1. Financial gain to the employee that results from involvement in institutional
decisions. Public employees may be subject to criminal penalties if they do
not disclose a conflict of interest in situations where they exercise
“substantial discretionary function” in connection with a government
contract, purchase, payment or other pecuniary transactions without
appropriate, advance notice to the Secretary of State and CSM’s governing
board. (C.R.S §18-8-308.) Such conflicts may arise when the employee or a
member of his or her immediate family serves as an officer, director, trustee,
partner, agent or employee of an external, non-governmental entity
participating in a transaction with CSM, or the employee or a member of his
or her family has other direct or indirect dealings with the non-governmental
entity through which the employee or his or her immediate family member
knowingly materially benefit by receiving directly or indirectly cash or other
property as the result of the transaction. Such conflicts may be avoided or
managed effectively if properly disclosed, al owing the institution to remove
the employee from the CSM decision-making process that triggers the
2. Financial interests in companies and other kinds of organizations doing
business with the institution. (Such conflicts are often manageable by the
institution if reasonable notice of the potential or actual conflict is provided
to the employee’s supervisor.)
3. Performance of work for personal gain above and beyond the employee’s
usual CSM compensation when the work in question falls within the regular
assignment of the employee.
4. Any outside activities that conflict with the employee’s institutional teaching,
research, service or other responsibilities.
5. Unauthorized disclosure of unpublished, privileged or confidential information
from a col eague or other CSM source for personal gain.
6. Directly or indirectly sel ing, renting, trading, or leasing personal property to
CSM without ful disclosure of the employee’s interests.
7. Assignment of students or other supervisees to research or other activities
from which only the employee intends to realize personal financial gain, or
where the employee is in a position to evaluate the student’s academic
performance or serve as the student’s academic advisor.
8. Use of CSM facilities for private consulting or research arrangements that
may involve personal gain without appropriate disclosure and reimbursement
to CSM for use of such facilities.
9. Consultations that impose obligations that conflict with CSM’s obligations to
B. Apparent or Potential Conflicts
The fol owing activities are examples of apparent or potential conflict of interest
situations. In many cases, these conflicts can be resolved or effectively managed
upon prior disclosure.
1. Certain types of outside employment involving assignments that have the
potential to compromise the institutional position of the employee.
2. Consulting relationships involving activities with the potential to compromise
the institutional position of the employee.
3. Relationships that might enable employees to influence CSM’s interactions
with companies or other entities doing business with the institution for the
purpose of personal gain.
C. Activities Generally Not Deemed Conflicts
The fol owing activities are examples of permissible activities that would not be
deemed an actual or apparent conflict of interest:
1. Acceptance of royalties pursuant to CSM’s Intel ectual Property Policy
(Section 10.1), publication royalties, or honoraria for commissioned
publications and lectures, providing acceptance of such payments do not
violate state law, including, but not limited to Article XXIX of the Colorado
2. Services to professional, scientific, educational, artistic, cultural, civic,
business or other organizations that enhance the value of the employee to
CSM and do not adversely affect the employee’s primary commitment to
D. Special Considerations in the Context of Licensing and Equity
When outside companies license CSM inventions or other intel ectual property,
situations may arise that pose a conflict of interest for faculty and staff. Typical y,
this happens when employees make decisions while fulfil ing their CSM
responsibilities that might materially affect their personal wealth or that of their
immediate family members. Sometimes such conflicts can be managed; sometimes
they must be avoided. The fol owing are intended as some general guidelines, but
are not necessarily rules to cover al possible situations. The underlying principle,
however, for al situations is to make prior ful disclosure of the possible conflict
situation to the employee’s department head or immediate supervisor.
1. Individuals in managerial or supervisory positions should be especially aware
of potential personal legal and tax implications resulting from investing in
companies that are based on CSM technology and are founded by faculty,
staff, or students under their supervision. (See §4958 of the Internal
Revenue Code, Excess Benefit Transactions.)
2. Conflicts can arise in connection with performing outside professional
activities related to licensing and intel ectual property. Faculty should adhere
to the reporting and approval requirements outlined in Section 6.4.3 below.
3. While a company is stil privately held, managers and supervisors, including
student advisors and supervisors, should not invest personal y or own stock
in business ventures of their subordinates or students, since there is a
conflict of interest between the manager’s supervision of the student or
subordinate (e.g., assigning grades, approving promotions, determining
salary levels, al ocating office and research space, etc.) and the manager’s
business partnership with the student or subordinate.
4. Faculty, particularly department heads and laboratory and research center
directors, have a special responsibility with respect to determining ownership
of intellectual property developed from research by investigators they
supervise. Al faculty and staff should weigh careful y their and the inventor’s
obligations to CSM in deciding whether the invention falls under CSM
ownership. It is a direct conflict if an employee, department head or
laboratory/center director responsible for determining ownership of the
intellectual property intends to invest in or be a co-founder of a company
with the inventor.
5. It is a conflict for an investigator/inventor to negotiate with CSM regarding
the terms of a license before the matter of ownership has been definitely
resolved. Faculty and staff who are founding companies should not
personally negotiate the licensing terms with CSM. An attorney or company
executive with no connection to CSM should be appointed for this task.
6. Faculty and staff who own equity in a company should not attempt to
influence the licensing terms that CSM offers to the company.
7. Faculty and staff who hold board positions with companies should recuse
themselves on issues involving licensing terms with CSM.
8. Faculty and staff should remember that their primary employer is CSM and
that they have a heightened responsibility to their primary employer when
deciding whether to assign their inventions to CSM or to a company for
whom they consult. If an employee has questions about intel ectual property
ownership and the applicability of the CSM Intellectual Property Policy
(Handbook Section 10.1), he or she should consult with the Vice President
for Research and Technology Transfer or the Director of the Office of
9. It is a conflict for a faculty member to accept research sponsorship from a
company in which he or she has a significant financial interest. This conflict
arises because the outcome of the research could materially affect the
personal wealth of the researcher or an immediate family member.
However, a faculty member is not precluded from receiving research support
from a large, publicly held company just because the employee or his or her
family member owns shares of stock in the company. Financial interests
should be disclosed pursuant to the Conflict of Interest Policy to determine
whether an actual conflict exists.
6.3.4 Conflict of Interest Disclosure Requirements and Procedure
The employee is required to disclose to CSM any conflict of interest or appearance of
conflict of interest through the process defined in the CSM Conflict of Interest Policy.
Disclosures are required:
• for new employees, prior to the start of CSM employment;
• at least 30 days in advance of the undertaking of all new external commitments,
including professional consulting and non-remunerative activities, and acquiring
new significant financial interests; and
• on at least an annual basis, in conjunction with the annual faculty evaluation
6.3.5 Conflict of Commitment Disclosure Requirements and Procedure
A. Disclosure Procedure
The employee has the responsibility for disclosing to their Department Head or
Supervisor any conflict of commitment or appearance of conflict of commitment.
Disclosures are required:
• for new employees, prior to the start of CSM employment;
• at least 30 days in advance of the undertaking of all new external commitments,
including professional consulting and non-remunerative activities; and
• on at least an annual basis, in conjunction with the annual faculty evaluation
B. Role of Department Head or Supervisor
Supervisors are responsible for reviewing all conflict of commitment disclosures made
by employees they supervise, and keeping the information on the disclosure
confidential. This includes:
1. Within fourteen (14) calendar days fol owing receipt of the employee’s
disclosure form, the supervisor wil determine whether:
(a) the reported activity is permissible because it fal s within the scope
of professional and appropriate conduct and has been properly
(b) a conflict exists that should be addressed by developing and
implementing a conflict of commitment management plan that,
among other things, may transfer certain decision-making
responsibilities to other employees or require other actions
necessary to address real or perceived conflicts of commitment; or
(c) the conflict cannot be effectively resolved or managed by the
institution and the proposed activity must therefore be terminated.
2. If the Supervisor finds the activity to be permissible, the supervisor shall
approve the disclosure and forward it to the appropriate Vice President. If,
however, the supervisor identifies a conflict of commitment, the supervisor
shal confer with the appropriate Vice President or their designee for
purposes of developing a conflict of commitment management plan. In the
case of academic faculty disclosures, the faculty member’s supervisor shall
consult the appropriate College Dean prior to resolving any actual or
apparent conflicts of commitment. The supervisor wil inform the employee
in writing of the outcome of the conflict review and provide a management
plan where appropriate.
C. Role of COI Committee
The Conflict of Interest Committee (“COI Committee”) helps facilitate the
implementation of the university’s conflict of interest policies, clarifies faculty
obligations in this area, provides guidance with respect to enforcement of the
university policy and the development of conflict management plans, annually
reviews such plans, and addresses disputes arising from conflict management plan
development and implementation. Employees who disagree with the decision of the
supervisor regarding the resolution of a conflict of commitment or a proposed conflict
management plan may appeal the decision by requesting that the COI Committee
review the case and make a written recommendation to the appropriate Vice
President, who wil then issue a final decision in the matter. An employee’s failure
to comply with the Vice President’s final decision may result in disciplinary action.
6.3.6. Safeguards and Sanctions
A CSM employee who has ful y and timely disclosed real or potential conflicts of
interest or commitment wil have an affirmative defense to any civil or criminal action
that might result from a breach of his or her fiduciary duty (C.R.S. §24-18-110).
Failure to fully disclose conflicts or potential conflicts as prescribed by policy may be
grounds for disciplinary action and sanctions. Additional y, federal awarding agencies
may require reporting of policy violations.
PERFORMANCE OF EXTERNAL WORK AND PROFESSIONAL ACTIVITIES
CSM recognizes that professional consulting by its faculty and staff members can foster
professional growth and lead to the development of potentially valuable external contacts for
CSM. CSM also realizes that non-professional, external commitments may be a desirable or
necessary activity. Finally, CSM is aware that the performance by faculty and staff of extra
CSM services for additional remuneration can be, under appropriate circumstances, a
mutual y beneficial arrangement. Accordingly, exempt employees may undertake additional
work, subject to the applicable conditions and requirements enumerated below, as well as
the requirements regarding actual and apparent conflict disclosures outlined in Sections 6.3.4
and 6.3.5 above.
6.4.1 Categories of External Work and Activities Subject to This Policy
A. Professional Consulting
Professional consulting is the provision of professional advice or services to external
constituents with or without remuneration. Opportunities for such work commonly arise
when a faculty member is asked to provide scientific analysis, testing or expertise in
another form to an outside party where it may not be feasible or appropriate to provide
such service in the context of sponsored research in the university setting, for example,
when a faculty member is asked to serve as an expert witness in litigation. The
opportunity for employees to accept occasional professional consulting engagements is
recognized as a traditional privilege accorded by CSM. If undertaken in moderation, CSM
considers such activities to be a desirable and legitimate means for promoting the
professional development of its employees, facilitating the flow of information between
academia and external entities, and fostering the development of valuable professional
relationships, which can benefit both the employee and CSM. Employees must disclose
and obtain institutional approval of any professional consulting pursuant to the procedure
outlined in Section 6.4.3 below.
B. External Employment and Other Paid Services
Any external employment or services undertaken by an employee for compensation from
an individual or entity outside CSM during the period in which the employee’s CSM
assignment is being performed must be disclosed and approved pursuant to the
procedure outlined in Section 6.4.3 below. Such external employment and services
include, but are not limited to arrangements whereby the employee provides goods or
services to external businesses or individuals, paid board appointments, paid speaking
C. Non-Remunerative External Commitments
Any employee who seeks to undertake any continual external commitment during the
period in which the employee’s CSM assignment is being performed and during the
traditional work week schedule must disclose and obtain institutional approval pursuant
to the procedure outlined in Section 6.4.3 below. For purposes of this subsection, the
term “continual” shal mean more than sporadical y. Such commitments may include, but
are not limited to volunteer service, and external professional service or development
activities such as participation in professional societies or organizations, participation in
review boards or accreditation efforts for other institutions, etc.
D. Extra CSM Services for Additional Remuneration
From time to time, an employee may seek or be asked to perform services for CSM
outside the traditional scope of the position for which the employee was hired, including
but not limited to, instructional and other professional services. Any employee who seeks
to perform such additional services for remuneration must obtain institutional approval
pursuant to the procedure outlined in Section 6.4.3 below.
6.4.2 General Requirements and Guidelines for Approval of Additional Work
A. General Requirements
1. All proposed additional work commitments identified in Section 6.4.1 must be
approved by the employee’s department head or immediate supervisor in
advance of the planned activity, pursuant to the procedure outlined in Section
2. No additional work commitments wil be approved if the employee’s department
head or immediate supervisor determines that participation in the subject activity
wil or is likely to impede the employee’s ability to satisfactorily meet his or her
CSM teaching, advising, research, and service commitments or other assigned
CSM duties and obligations.
3. Absences of more than one week at a time for the purpose of performing
additional work are strongly discouraged and shall be approved only in unusual
cases. Moreover, it is expected that al time not devoted to CSM duties during
the normal work week wil be covered by approved annual leave, if available, or
made up after normal working hours and/or on weekends.
4. Professional consulting that is undertaken by a ful -time employee during the
period in which the employee’s CSM assignment is being performed should not
exceed an annual average of eight hours per week.
5. An employee who performs compensated or uncompensated consulting services
for external entities or individuals is acting as an individual and must avoid giving
the impression, implicitly or explicitly, that he or she is representing CSM or
acting as its agent.
6. An employee who performs consulting for an external entity or individual shal
not use CSM resources without prior written approval of his or her department or
division head or immediate supervisor and payment of appropriate fees for use
of such resources. The fees assessed wil be determined in accordance with
CSM’s Educational Business Activities Policy and any other pertinent university
policies and procedures.
B. Conflict Disclosure
The employee must disclose to his or her department head or immediate supervisor any
actual or apparent conflicts of interest that may arise as a result of the employee’s
undertaking the proposed external commitment. The procedure for disclosing such
conflicts is outlined in Section 6.3.4 above. The employee has a continuing obligation to
disclose apparent or actual conflicts that develop after the initial approval of the external
If a conflict exists and cannot be resolved or managed effectively by the institution and
involved individuals, the employee’s participation in the activity will not be approved.
6.4.3 Procedure for Obtaining Approval of Additional Work
A. Approval for Consulting and Other External Commitments
An employee wishing to engage in consulting or other external commitments outlined in
subsection 6.4.1 above shal submit a Request to Engage in External Commitments Form
to his or her department head or immediate supervisor a reasonable time prior to the
anticipated commencement date of the consulting, but in no case shall this be less than
two weeks in advance of the requested commitment. This form is accessible via the
Academic Affairs Procedures Manual.
1. Minimum Elements. The request should contain, at a minimum, the fol owing
elements: (1) a statement describing the specific nature of the work to be
undertaken; (2) a statement describing how the work wil enhance or support
the employee's activities as an employee of CSM; (3) if applicable, a statement
listing reasons why the work is inappropriate to be conducted through sponsored
programs at CSM; (4) a statement describing any actual or potential conflicts of
interest with the employee's performance of his or her CSM duties; (5) a
statement describing any actual or potential conflicts of interest with any
endeavor conducted by CSM, or a department or subset thereof; (6) a statement
describing how the employee intends to insure that no conflict of interest
develops during the course of the work; and (7) a statement addressing the
issue of potential conflict of commitment.
2. Review of the Request. In considering the request, the department head or
immediate supervisor shall weigh the following factors: (1) the potential value of
the work to CSM and the individual; (2) the performance level of the employee
who has submitted the request; (3) possible interference with the employee's
performance of his or her CSM duties; and (4) the likelihood of a potential
conflict of interest. The supervisor wil inform the employee in writing of the
outcome of his or her review of the employee’s Request to Engage in External
Commitments within seven (7) calendar days fol owing receipt of the Request.
The department head or immediate supervisor may resolve any conflict of
commitment issue at the departmental level, but the appropriate vice president
shal be available to resolve employee appeals. Conflict of interest issues shal
be resolved pursuant to the procedure outlined in Section 6.3.4. If a conflict of
interest exists that cannot be resolved or effectively managed by the institution
and individuals involved, the proposed external activity wil not be approved.
As part of the annual evaluation process, al faculty shall certify that Requests to Engage
in External Commitments made during the previous year are complete and correct.
B. Extra CSM Services for Additional Remuneration
An employee wishing to perform extra CSM services for additional remuneration, as
described in subsection 6.4.1 D above, shall submit a Request to Perform Extra CSM
Services for Additional Remuneration Form to his or her department head or immediate
supervisor a reasonable time prior to the anticipated commencement date of the extra
services. This form is accessible via the Academic Affairs Procedures Manual.
1. Minimum Elements. The request should contain, at a minimum, the fol owing
elements: (1) a statement describing the specific nature of the extra services to
be performed; (2) a statement describing how the services wil enhance or
support the employee's activities as an employee of CSM; and (3) a statement
addressing the issue of conflict of commitment with the employee’s primary
2. Review of the Request. In considering the request, the Department Head or
immediate supervisor shall weigh the following factors: (1) whether or not
provision of the service is included in, or closely related to, the employee’s
normal assignment; (2) whether or not the service is an integral part of the CSM
curriculum or administrative operation; (3) whether or not the employee
possesses expertise in the area of the proposed service; (4) whether or not the
service is being provided by other employees for no remuneration; (5) whether
or not the service is determined to be valuable to students, staff, faculty, or
administrators, and would not be otherwise available; and (6) whether or not the
provision of the service would interfere with the performance of the employee’s
normal CSM assignment. An arrangement to perform extra CSM services for
additional remuneration requires the written approval of the employee’s
Department Head or immediate supervisor and the appropriate vice president.