Visiting Associate (BR#87-92)

4. Student Workers, Co-Op Students, Graduate Interns, Graduate Assistants, University Assistants
4.1 Employment of Student Workers (BR#98-62)
4.1.1 CSU Student Worker Pay Rate Schedule
4.2 Employment of Cooperative Education Students (BR#84-90 & BR#91-89)
4.2.1 Cooperative Education Student Pay Rates
4.3 Graduate Interns in the Connecticut State University System (BR#92-115)
4.4 Graduate Assistants - Stipends and Waiver of Fees (BR#97-53)
4.4 State University Assistant (BR#94-77)

5. Honorary Clinical titles & Honorarium
5.1 Honorary Clinical Titles for Nursing Professionals Who Provide Services in the Clinical Experiences of Nursing Students (BR#91-94, BR#92-114)
5.1.1 Criteria for Appointment to Honorary Clinical Titles in Nursing
5.2 Honorary Clinical Titles for Social Work Professionals who Provide Services in the Clinical Experience of Social Work Interns (BR#95-9)
5.2.1 Criteria for Appointment to Honorary Clinical Titles in Social Work

6. Chancellor/Presidential Assessment & Compensation
6.1 Performance Assessment Criteria and Procedures for the Chancellor and Presidents of the Connecticut State University System (br#94-99, Amended BR#03-46))
6.2 Chancellor/Presidential Compensation (BR#04-43)

7. Collective Bargaining
7.1 Collective Bargaining Committee (BR#85-179)
7.2 Collective Bargaining Negotiation Team (BR#90-167)
7.3 Policy on Unrepresented Grievances (when agent declines to process)

1. The current Collective Bargaining Agreement with American Association of University Professors is in effect. Its terms govern working conditions for full-time and part-time instructors, librarians and counselors.

2. The current Collective Bargaining Agreement with the State University Organization of Administrative Faculty is in effect.

3. The working conditions for classified personnel are governed by State Regulations and by the Collective Bargaining Contracts of the various unions representing classified workers.

4. Management personnel includes all unclassified employees in the Connecticut State University Administration and all University Presidents, Vice Presidents, Associate and Assistant Vice Presidents, and Deans.

5. Confidential personnel are composed of persons recognized as falling into this category by mutual agreement of the Trustees and the appropriate union or by the nature of work they perform.

6. Student workers governed by Board policy:

a. Cooperative Education Students
b. Financial Need Students
c. University Student Workers
d. State University Graduate Interns
e. Graduate Assistants

Effective April 2, 1998, the University Chancellor and university Presidents are herewith authorized to offer reimbursement for out-of-state moving expenses for prospective employees when, in the judgment of the Chancellor or President, such offer would be in the best interest of the Connecticut State University.

The amount of moving expenses to be reimbursed for a prospective System Chancellor and University Presidents shall be determined by the Executive Committee of the Board. Such expenses shall be paid as a reimbursement for documented expenses and shall be assessed against the budget of the particular University or the Connecticut State University System Office where the prospective employee will serve.

All professional staff, management, unclassified confidentials, instructional faculty administrative faculty, and all other employees are deemed to have authorization to use Connecticut State University computer equipment for private academic research and writing on their own time when such use does not interfere with the needs of the University and subject to all other conditions of access to University computer facilities as may be established from time to time, on the following basis:

*Contractual agreement for administrative and instructional faculty bargaining unit members. For all other employees, item #6 does not apply.

1. University computers may not be used at any time for the conduct of a private business enterprise.

2. The University shall make no claim for recompense for use of University computer equipment for word processing and preparation of manuscripts.

3. Computer software products created by an employee specifically assigned to that task shall be the property of the University and the State of Connecticut. Said assignments may be the regular duty of the employee, or in lieu of such regularly assigned duties, or by special compensation under applicable collective bargaining agreement. The employee who created the computer software product shall assign all copyright and/or patent rights to the University.

4. Computer software products created for research in a discipline and/or instructional use, not covered by 3 above, shall belong to the creator subject to the following restrictions:
a. Such software products and all documentation shall be available at no cost to the University for instructional and administrative use.

b. Sale of computer software products to the author's students shall not result in profit, royalty or like payment to the author.

5. Other computer software products created using University computer equipment, not covered by 3 and 4 above, shall be provided to the University for its perpetual use at no cost. The creator of such computer software products shall provide the University one copy, complete with documentation, of the creation.

6. Disputes concerning the meaning or application of this agreement shall be referred to step 3 of the applicable collective bargaining grievance procedure. Step 4 shall be the final step in resolving said disputes.

The parties to this agreement encourage all employees to aid and participate in the development and effective use of the University's computer system.

The following policy entitled "Connecticut State University System Policy on Workplace Threats and Violence" was endorsed by the CSU Council of Presidents and adopted by the Board of Trustees July 17, 1998.

Violations of this policy can lead to disciplinary action up to and including dismissal and criminal prosecution.

Introduction

Recent events in Connecticut and throughout the country have highlighted the devastating effect that violence in the workplace and in our schools can have on the lives of employees, students and members of the community. The need for programs that will effectively address incidents of violence in the workplace has not been anticipated by many employers. The Connecticut State University System policy on workplace threats and violence is intended to ensure the safety and security of all employees, students and visitors to any Connecticut State System property. In addition to our policy, guidelines for implementation of the policy have been included. These are intended as benchmarks to assist in assessing the state of current practices in addressing such matters in each of our universities and in the System office.

As employers we have a moral and legal obligation to provide a safe workplace for our employees, students and visitors. However, we realize that it is not always possible to predict when a person will become violent nor is the appropriate course of action in a particular situation always readily apparent. The attached policy and guidelines, (developed and adapted from "Guidelines for Employers and Law Enforcement", Bureau of Justice Administration), establish appropriate procedures and identify warning signs for potential violent behavior that alert employers specific actions should be initiated.

The policy requires that anyone who makes substantial threats, exhibits threatening behavior, or engages in violent acts on Connecticut State University property, shall be removed from the premises as quickly as safety permits. Determining what constitutes a "substantial threat" may be viewed as more difficult to assess than perhaps blatant behavior. A threat may be viewed as "substantial" if there is a high level of risk posed by the threat, both in severity and the likelihood it would be carried out, i.e. a death threat or physical harm. In the investigation of such threats the university should evaluate the level of risk and bring together all the necessary resources that are needed to address the situation. The development of a Threat Incident Report will insure that all threats, whether viewed as substantial or not, will be investigated and allow for proper evaluation of the incident. The policy suggests the designation of a management representative who will oversee all reports of threats or behaviors warranting potential action by the university.

Policy on Workplace Threats and Violence

The purpose of this policy is to ensure the safety and security of Connecticut State University System employees. Threats, threatening behavior, or acts of violence against employees, students, visitors, guests, or other individuals by anyone on Connecticut State University System property will not be tolerated. Violations of this policy can lead to disciplinary action up to and including dismissal and criminal prosecution.
Any person who makes substantial threats, exhibits threatening behavior, or engages in violent acts on Connecticut State University System property shall be removed from the premises as quickly as safety permits, and shall remain off the property pending the outcome of an investigation. The university or System Office will initiate an appropriate response. This response may include investigation, suspension and/or termination of any business relationship, reassignment of job duties, suspension or termination of employment, and/or criminal prosecution of the person or persons involved.

All Connecticut State University System personnel are responsible for notifying the designated management representative(s) of any threats which they have witnessed, received, or have been told that another person has witnessed or received. Even without an actual threat, personnel should also report any behavior they have witnessed which they regard as threatening or violent, when that behavior is job related or might be carried out at the university, or is connected to university employment. Employees have an obligation to make this report regardless of the relationship between the individual who initiated the threat or threatening behavior and the person or persons who were threatened or were the focus of the threatening behavior. If the designated management representatives are not available, personnel should report the threat to their supervisor or another member of the management team, or to the university police. A "Threat Incident Report" as appended to this policy should be completed as quickly as possible by the designated management representative.

All individuals who apply for or obtain a protective or restraining order which lists university locations as being protected areas, must provide to the designated management representatives a copy of the petition and declarations used to seek the order, a copy of any temporary protective or restraining order which is granted, and a copy of any protective or restraining order which is made permanent.

The sensitivity of the information requested is understood and each university and the System Office are responsible for developing confidentiality procedures which recognize and respect the privacy of the reporting employee(s).

Each university and the System Office shall identify the designated management representative(s) and make this information, along with a copy of this policy available to all personnel.

Threat Incident Report

Board policy requires employees to report all threats or incidents of violent behavior which they observe or are informed about to the designated representative(s) who will take the steps necessary to complete a threat incident report as quickly as possible, including private interviews of the victim(s) and witness(es). The following facts should be included in the threat incident report:

The following information is adapted from "Guidelines for Employers and Law Enforcement", distributed by the Bureau of Justice Assistance. It is provided for guidance only and is not part of this policy.

Warning Signs of Potentially Violent Individuals

There is no exact method to predict when a person will become violent. One or more of these warning signs may be displayed before a person becomes violent but does not necessarily indicate that an individual will become violent. A display of these signs should trigger concern as they are usually exhibited by people experiencing problems.

Recognizing Inappropriate Behavior

Inappropriate behavior is often a warning sign of potential hostility or violence, when left unchecked it can escalate to higher levels. Employees who exhibit the following behaviors should be reported and disciplined in accordance with university policy:

Personal Conduct to Minimize Violence
DO

The Board of Trustees for the Connecticut State University System affirms its policy of nondiscrimination against all persons protected by all state and federal laws, regulations and executive orders. This policy of nondiscrimination commits the Connecticut State University System (CSU) to achieving equal employment opportunity and full participation for employees with disabilities. It is the Board's policy that no qualified person be excluded from consideration for employment, participation in any university or System Office program or activity, be denied the benefits of any university program or activity, or otherwise be subjected to discrimination with regard to any program or activity. This policy derives from CSU's commitment to nondiscrimination for all persons in employment, academic programs, and access to facilities, programs, activities, and services.

Existing barriers, whether physical, programmatic or attitudinal must be addressed. A person with a disability must be afforded equal employment opportunity as outlined in federal law, specifically the rehabilitation Act of 1973 including the section 504 and the Americans with Disabilities Act of 1990, as well as specific state laws on nondiscrimination found in the Connecticut General Statues and State Executive Orders 18, 11, and 9.

The ADA requires reasonable accommodation in all aspects of the employment process including application, performance of duties and benefits and privileges of employment. CSU's efforts to accommodate people with disabilities must be measured against the goal of full participation and integration. Services and programs to promote these benefits for people with disabilities shall complement and support, but not duplicate, each university's regular services and programs. In keeping with CSU's commitment to equal employment opportunity, each university will make reasonable accommodation for the known physical and mental limitations of otherwise qualified applicants and employees within the provisions of the prevailing state and federal statutes.

An employee with a disability seeking a reasonable accommodation should contact the university or System Office Affirmative Action Officer to determine the appropriate process for review of the request.

Achieving full participation and integration of people with disabilities requires the cooperative efforts of all of university and System Office departments, offices, and personnel. Each university and the System Office shall periodically review its compliance with this policy as part of its commitment to nondiscrimination.

The Connecticut State University System regarding Persons with Disabilities shall be made available to all employees and shall be posted prominently in meeting rooms used for university and related business meetings and on bulletin boards located in common areas which are readily accessible, on a daily basis, to Connecticut State University System employees and visitors.

It is well recognized that employment of relatives in the same area of an organization may produce conflicts of interest and problems concerning disparate treatment, which can damage the integrity of the System and its universities. Under the Code of Ethics, Connecticut General Statutes, Section 1-84(c), a state employee may not use his or her position for the financial gain of himself or herself, his or her spouse, child, child's spouse, parent, brother or sister. But the Code of Ethics only addresses limited circumstances where conflicts of interest may occur. Other relationships may also give rise to a claim of disparate treatment.

In addition, conferring of benefits and privileges based on relationship, rather than on merit, and the appearance that benefits and privileges may have been so conferred, can harm the functioning of the institution(s). In these circumstances, all parties leave themselves open to charges of inequitable consideration in decisions concerning work assignments, transfer opportunities, time-off privileges, training and development opportunities, performance evaluations, salary increases, promotions, demotions, and disciplinary actions.

It is the policy of the CSU that relatives of persons currently employed by CSU may be hired only if they will not be working under the supervision of a relative, either directly or indirectly, or supervising a relative.

If two existing employees of CSU work together in a supervisory relationship, and become related, as herein defined, a case-by-case review shall be made. In some circumstances, one of the employees may be transferred or otherwise reassigned. Existing employees should not ordinarily be transferred or reassigned into a supervisory relationship with a relative. Exceptions will only be made when there is a management plan approved by the Chancellor or the President that is designed to eliminate the conflict of interest or the opportunity for favoritism.

In addition, the objective of the search procedures for new hires is to ensure that the best candidate for the position is the one selected. It is the policy of the CSU that any employee serving on a search committee must excuse themselves from consideration of the qualifications of a relative if one applies for the position and must further disclose to the search committee that said candidate is a relative. Further, no CSU employee shall vote, make recommendations or in any way attempt to participate in or influence decisions about any personnel matter which may affect the selection, appointment, evaluation, retention, tenure, compensation, promotion, termination, or other employment status or interest of a relative.

For purposes of this policy, "relative" means a connection between persons by blood, marriage, adoption, domestic partnership, or co-habitation. Relative includes, but is not limited to, spouses, parents, children, adopted children, brothers, sisters, brothers-in-law, sisters-in-law, father-in-law, mother-in-law, stepparents, stepsiblings, stepchildren, nieces, nephews, grandchildren, and grandparents.

Introduction/Purpose:

The Connecticut State University ("CSU") System and its four universities value their reputation for honesty and integrity. Therefore, in order to ensure the hiring of employees of the highest integrity and to maintain a safe university community, the CSU System and its four universities will conduct pre-employment background investigations on all individuals for whom employment is to be tendered. This policy sets forth the requirements and guidelines for performing such background investigations.

Policy:

All regular, full-time and part-time external candidates for employment with a CSU university or the CSU System Office, as well as potential re-hires with a break in service, must undergo a pre-employment background investigation according to this procedure as part of the employment screening process. Full-time and part-time employees including University Assistants, Lecturers and other temporary and contracted employees are covered by this policy.

No external employment candidate may begin work for the University or the CSU System until the appropriate screenings have been completed. The background investigation may reveal certain information that may disqualify the candidate from further consideration for the position. Special circumstances may, on occasion, require an applicant to start work before all pre-employment background checks are completed. Such exceptions may occur only with prior approval by the Chief Personnel Officer at the University, or by the Chief Administrative Officer or Executive Officer for Human Resources at the CSU System Office. Written notification will be sent to the applicant that continued employment is contingent upon completion of a pre-employment background investigation acceptable to the university or the CSU System Office.

Elimination of a candidate from consideration for hiring on the basis of information revealed by the background investigation must be reviewed and approved by the Chief Personnel Officer at the university, or by the Chief Administrative Officer or Executive Officer for Human Resources at the CSU System Office. Access to the background investigation shall be limited to the President and the Chief Personnel Officer or their designees at the University or the Chancellor, Chief Administrative Officer or Executive Officer for Human Resources at the CSU System Office.

Procedure:

The CSU System has selected an approved background investigation vendor. All universities within the CSU System will utilize a background investigation vendor approved by the CSU System for pre-employment background investigations and shall comply with this procedure.

1. Notification & Authorization

Candidates will be informed during the pre-employment process that selection is subject to completion of a background investigation acceptable to the university or the CSU System Office. Applicants who have been designated as finalists for positions will be required to complete a consent form, which requests specialized information for use by the approved background investigations vendor, and an application for employment. The Chief Personnel Officer or designee at the university, or the Chief Administrative Officer or Executive Officer for Human Resources at the CSU System Office, will initiate all background investigations.

2. Collecting Background Information

Before awarding the position, the University or CSU System Office will conduct the following pre-employment background check on all candidates:

In addition, candidates for designated positions may also be subject to the following additional types of checks, depending on the requirements of the position:

University and CSU System Office human resources departments will maintain a summary of job classifications and applicable categories of inquiry that may be amended as necessary by the university or CSU System Office as needs and requirements may evolve.

3. Use of Background Investigation Results

Listed below are examples of factors that may disqualify an applicant for employment (this is not an all inclusive list, merely examples):

4. Fair Credit Reporting Act ("FCRA") Compliance:

The FCRA and the regulations promulgated there under are intended to give a candidate for employment the opportunity to correct any factual errors in his or her consumer report, as defined in the FCRA, before an adverse employment action is taken. The candidate must be provided notice of any disqualifying information revealed by the consumer report, including, but not limited to, credit history information, and a reasonable period of time to correct discrepancies.
When the university or CSU System Office receives information in a consumer report that will disqualify a candidate from consideration, the university or CSU System Office will comply with the following FCRA protocol:

5. Record Retention:

All information obtained, as part of a background investigation, shall be held in strictest confidence. Documentation shall be retained for the appropriate retention period for employment records promulgated by the State of Connecticut and by university and CSU System Office personnel search policies and procedures. Such records shall not be included in an employee's personnel file. Unauthorized disclosure of information gathered through the background investigation will not be tolerated and may subject the discloser to disciplinary action.

6. Use/Review Criteria:

a. Criminal Convictions: The universities and the CSU System Office will not knowingly hire applicants who have been convicted of job-related crime within the allowable reportable time period for reporting such offenses. This time period is normally seven (7) years. This also applies to those situations when the date of disposition, release, probation, or parole (whichever is most recent) relating to the crime occurred within the past seven (7) years.
Pursuant to Connecticut General Statutes Sections 46a-79 and 46a-80, in determining whether conviction of a criminal offense will disqualify an applicant for a particular position, the following factors will be considered:

Notification of rejection of employment will be sent via registered mail and will specifically describe the evidence presented and state the reason(s) for disqualification.
b. Pending Criminal Charges: If the university or CSU System Office becomes aware that the applicant has criminal charges that are currently pending, but no court disposition has yet been made, the university or CSU System Office shall assess the criminal charges on a case-by-case basis to determine if the charges are job-related.
Pursuant to Connecticut General Statutes Section 46-80(d), no record of arrest that was not followed by conviction, or record of conviction that has been erased, shall be considered in connection with an application for employment.
c. Accelerated Rehabilitation: The university or CSU System Office is not prohibited from considering accelerated rehabilitation or other alternative dispositions when evaluating an applicant. The university or CSU System Office shall consider the accelerated rehabilitation as it would a pending charge.

d. Motor Vehicle Records Check: Motor vehicle records which evidence a revoked or restricted driver's license, invalid driver's license, or traffic violations (including, but not limited to, alcohol-related violations) shall be reviewed as they relate to positions requiring driving duties and in conjunction with all other factors disclosed by the background investigation.

e. Credit History: An applicant's credit history shall be reviewed as it relates to jobs requiring financial responsibilities. An applicant's credit history shall be considered in conjunction with all other factors disclosed by the background investigation and alone shall not be a determining factor in denying employment.

Statutory/Administrative Regulation:

Fair Credit Reporting Act
Connecticut General Statutes, Sections 31-51i, 46a-79, 46a-80, 46a-80(d),
46b-146, 54-760, 54-142a

Responsible Function Area:

Office of Human Resources

The University's educational mission is founded on an atmosphere of mutual trust and respect between all members of the academic community. Faculty members, as well as those individuals upon whom the University confers managerial, supervisory, or evaluative responsibilities, carry a special responsibility to adhere to the highest ethical and professional standards and to avoid any actions that may appear to undermine this atmosphere of trust and respect and thereby hinder the University's educational mission.

Because of the inherent imbalance of power and need for trust, faculty members, supervisory staff, and those with evaluative authority should be aware that dating or sexual relationships that might be appropriate in other circumstances have inherent dangers when they occur between a supervisor and employee. Such relationships are susceptible to an appearance of exploitation and can impair the trust and integrity of the employment relationship. In addition, although these relationships may begin and remain consensual, they may easily be later characterized as non-consensual and could potentially lead to sexual harassment charges.

Connecticut State University strongly discourages romantic, dating or sexual relationships between employees with supervisory or evaluative authority and the employees that they supervise or evaluate. If a romantic or sexual relationship exists or develops between such individuals, the employee with supervisory or evaluative authority is required to recuse his or herself from participating in any supervisory or evaluative decisions regarding said employee. If that is not practical, then the employee with supervisory or evaluative authority is required to consult with the first appropriate manager in the chain of command who is not in any bargaining unit. The manager shall make arrangements for the unbiased supervision and evaluation of the employee. A case-by-case review shall be made by the manager and, in some circumstances, an employee may be transferred or reassigned.

Consensual Relationships between Employees and Students

The University's educational mission is founded on an atmosphere of mutual trust and respect between all members of the academic community. Faculty members, as well as those individuals upon whom the University confers managerial, supervisory, or evaluative responsibilities, (including graduate assistants or undergraduate teaching assistants) carry a special responsibility to adhere to the highest ethical and professional standards and to avoid any actions that may appear to undermine this atmosphere of trust and respect and thereby hinder the University's educational mission.

Because of the inherent imbalance of power and need for trust, Codes of Ethics for most professional associations forbid professional-client sexual relationships. Similarly, faculty members, supervisory staff, and those with evaluative authority should be aware that dating or sexual relationships that might be appropriate in other circumstances have inherent dangers when they occur between a staff member and a student. Such relationships are susceptible to an appearance of exploitation and can impair the trust and integrity of the teaching, coaching, or other supervisory or evaluative relationship and may cause a perception of favoritism or bias on the part of the staff member. In addition, although these relationships may begin and remain consensual, they may easily be later characterized as non-consensual given the inherent power differential between the parties, and such relationships could potentially lead to sexual harassment charges.

Romantic, dating, or sexual relationships between an employee and a student over whom said employee exercises supervisory or evaluative authority is prohibited at the Connecticut State University.

In addition, Connecticut State University strongly discourages romantic, dating or sexual relationships between employees and students over whom said employee does not have supervisory or evaluative authority. Such relationships are not only susceptible to future conflicts of interest, but also may present the appearance of impropriety.


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All salary adjustments shall fall within the ranges established for the positions. The effective date for annual salary adjustments shall be the beginning of the pay period which includes July 1 starting with Fiscal Year 1999-2000.

The Board of Trustees shall continue to consider the salaries of the Chancellor, university Presidents and the CSU Chief Administrative Officer and any designated employees association with bargaining over economic matter once each year.

The creation of a new, the significant modification of an established classification "Class", "class of positions" or "position classification" means a position or group of positions that share general characteristics and are categorized under a single title for administrative purposes., or the reclassification of a position, shall be evaluated in accordance with the CSU Point Factor Evaluation system through the following procedures. In addition, the temporary assignment to a higher rank , or the temporary assignment of additional duties shall also be accomplished in accordance with these procedures. Therefore, the portion of CSU Personnel Policies for Management and Confidential Personnel, section 7.3.3 which states that "No one employed less than three (3) months as a Management/Confidential Professional employee shall be eligible for consideration for a salary increase" shall be superseded when inconsistent with the application of these procedures.

Establishment of a New Classification / Title

Whenever possible, existing classes (titles) should be used for new positions "Position" means a group of duties and responsibilities currently assigned or designated to require the services of one employee.. However, when a new classification must be established the following procedure shall apply:

1. Following internal university/System Office position approval procedures, a proposed job description in the prescribed format detailing duties and experience and training requirements, a written justification explaining the need for a new class, estimated salary range and suggested salary, should be submitted to the System Office Human Resource Department which shall distribute copies to the consultant and all members of the Council on Employee Relations (CER).

2. Upon receipt of the proposed class/title, CER members shall express their individual university observations regarding the proposed class/title to the CSU Executive Officer for Human Resources or designee. CER comments should address any matters regarding the request, including but not limited to:

a. Need for the new class;
b. Suitability of title;
c. Salary range;
d. Experience and training requirements;
e. Job description;
f. Class systemwide usage; and
g. FLSA exempt or non-exempt status.

3. Following an initial review, the new class/title will be temporarily assigned to a salary grade based on the consensus of the CER, the members of which shall first seek input from their respective president.

4. After the incumbent serves at least six (6) months in the new position, a duties questionnaire shall be completed and submitted to the System Office Human Resource Department. The Executive Officer for Human Resources, or designee, shall confer with the contracted consultant for an evaluation of the class. The consultant will confer with university personnel regarding the request, if necessary, and submit an evaluation based on the Point Factor system, to the System Office for approval by the Chancellor.

5. The final evaluation and salary will become effective only after approval by the Chancellor.

Class Re-evaluation

When the job content of an entire class has changed substantially enough that it may have the effect of warranting a change in salary range:

1. The job description(s) for the classification, a list of the significant changes that prompted the request, from all incumbents in positions in the class systemwide, and recommended salary range shall be submitted to the System Office Human Resource Department which shall distribute copies to the consultant and all members of the Council on Employee Relations (CER).

2. Upon receipt of the proposed class, CER members shall express their individual observations regarding the proposed class to the CSU Executive Officer for Human Resources or designee. CER comments should address any matters regarding the request, including but not limited to:

a. Need for re-evaluation;
b. Recommended salary range;
c. Change in experience and training requirements;
d. Magnitude of the change in job content; and
e. Class systemwide usage.
3. The CSU Executive Officer for Human Resources, or designee, shall confer with the contracted consultant for an evaluation of the request. The consultant will confer with university personnel regarding the request, as appropriate and necessary, and will submit a re-evaluation based on the Point Factor system, to the System Office for approval by the Chancellor.

4. If the review indicates that the new class should be in a higher salary range, the class shall be adjusted accordingly and the incumbents' salaries placed in the new range at 7.5 percent (7.5%) above their current salary, or the Minimum of the new range, whichever is greater.

5. The final evaluation and salary will become effective only after approval by the Chancellor.

6. The monetary impact of a class re-evaluation shall be absorbed by each CSU unit with employees in the affected classification.

Position Reclassification

When the job content of a position has changed substantially enough that it shares the general characteristics of positions in a higher classification (a reclassification is distinguished from a promotion in that a reclassification involves a single position and does not result in a vacancy):

1. A proposed job description in the prescribed format, the original job description, a written justification explaining the need for the reclassification, and estimated salary range, should be submitted to the System Office Human Resource Department which shall distribute copies to the consultant and all members of the Council on Employee Relations (CER).

2. Upon receipt of the proposed class, CER members shall express their individual university observations regarding the proposed class to the CSU Executive Officer for Human Resources. CER comments should address any matters regarding the request, including but not limited to:

a. Need for the reclassification;
b. Proposed classification;
c. Salary range;
d. Experience and training requirements;
e. Job description under new classification;
f. Systemwide impact; and
g. The magnitude of the change in job content.
3. The CSU Executive Officer for Human Resources, or designee, shall confer with the contracted consultant for an evaluation of the proposed reclassification. The consultant will confer with university personnel regarding the request, if necessary, and submit an evaluation based on the Point Factor system, to the System Office for approval by the Chancellor.

4. If the review indicates that the new position should be in a different classification, the position shall be reclassified accordingly. If the reclassification is to a higher range, the incumbent's salary shall be placed in the new range at 6 percent (6%) to 10 percent (10%) above current salary, or the minimum of the new range, whichever is greater. In the rare circumstance that this results in an inequitable salary for the incumbent, the University President, or designee, shall consult with the CSU Executive Officer for Human Resources, or designee, and may request approval by the Chancellor of an adjustment beyond 10 percent (10%).

5. The final reclassification and salary will become effective only after approval by the Chancellor.

6. The monetary impact of a position reclassification shall be absorbed by the CSU unit effecting the reclassification.

Temporary Assignment to a Higher Rank on an Acting or Interim Basis

When there is a temporary assignment of an employee to a bona fide vacant position in a higher rank:

1. The employee is temporarily assigned away from his/her permanent position to the position in a higher rank.

2. The incumbent's salary shall be increased to at least the minimum of the new range and no higher than the mid-point unless approved by the Chancellor, for the period of the assignment commencing with the thirty first (31st) day of the assignment and shall be retroactive to the first (1st) day of such temporary assignment.

3. The need for continuing the temporary assignment shall be reviewed after one (1) year. Normally, temporary assignments shall not exceed two (2) years in duration. During the period of the temporary assignment, salary adjustments shall be calculated by applying the percentage increase to the salary base of the Acting/Interim assignment. Upon termination of the temporary assignment, the employee shall return to his/her original position and shall be paid the salary the employee would have received had s/he remained in the original position.

4. The monetary impact of the reassignment shall be absorbed by the CSU unit effecting the temporary assignment.

Temporary Assignment of Additional Duties

When the temporary assignment of additional duties results in a significant change in the job content of a position:

1. A description of the proposed new duties, the current job description, a written justification explaining the need for the temporary assignment, suggested salary, effective date and expected duration of the assignment should be submitted to the University President or Chancellor, as appropriate, via the Human Resource/Personnel Department. When a temporary assignment of additional duties results from a temporarily vacant position, not more than two (2) individuals may be assigned a portion of the duties for extra compensation.

2. The incumbent's salary shall be increased by 6 percent (6%) to 10 percent (10%) above current salary commencing with the thirty-first (31st) day of the assignment and shall be retroactive to the first (1st) day of such temporary assignment.

3. The need for continuing the temporary assignment shall be reviewed after one (1) year. Normally, temporary assignments shall not exceed two (2) years in duration. During the period of the temporary assignment salary adjustments shall be calculated by applying the percentage increase to the salary base of the Acting/Interim assignment. Upon termination of the temporary assignment the employee shall return to his/her original position and the employee's salary shall return to its original level prior to such assignment, plus percentage salary adjustments, if any.

4. The temporary assignment and salary will become effective only after approval by the University President or Chancellor, as appropriate.

5. The monetary impact of the assignment shall be absorbed by the CSU unit effecting the temporary assignment.

Inequity Salary Adjustment

When the University President/Chancellor believes a pay inequity exists:

1. A written justification detailing the basis of the inequity, supporting documentation of such an inequity, and suggested salary (within current range) shall be submitted to the System Office Human Resource Department which shall distribute copies to the Council on Employee Relations (CER).
Inequity adjustment requests for incumbents at the level of vice president or above shall be submitted to the Council of Presidents (COP) who shall substitute for the CER in the process outlined below.

2. Upon receipt of the justification, CER members shall express their individual university observations to the Chancellor, or designee, concerning whether or not a pay inequity has been documented. CER comments should also address any matters regarding, but not limited to:
a. Systemwide impact, and
b. Suggested salary.
(If, in the collective opinion of the CER, the job content of the position shares the general characteristics of positions in a higher classification, the matter will be referred to the Position Reclassification process.)

Reconsideration Procedure

An employee who does not agree with the consultant's evaluation results may file a Reconsideration Request in accordance with the following procedure:

The universities of the Connecticut State University System may from time to time recruit persons of prominence in business, industry, education, government and the arts to assist in supplementary academic activities or in adjunct faculty teaching positions.

These individuals bring experience and expertise to the university which make a substantial contribution to the academic development of the Universities, and the students, the faculty and the University community benefit appreciably from the contributions of these individuals.

The title of Distinguished Professor shall be awarded to meritorious and deserving individuals in accordance with procedures as outlined in the following section.

The Board of Trustees for the Connecticut State University System approves the following procedures for awarding the title of Distinguished Professor to certain persons assisting in supplemental academic activities or adjuncts.

The appointment of a person as an adjunct faculty member shall be in accordance with all relevant sections of Article 4 of the AAUP collective bargaining agreement.

1. A faculty member wishing to teach for a limited period of time, normally a semester or year, at a Connecticut State University campus other than the campus at which he or she holds appointment informs his or her Academic Vice President of the details (time span, campus, etc.).

2. This is reviewed and approved/disapproved by the Academic Vice President after thorough review of the impact on the academic programs the faculty member serves.

3. If approved by the Academic Vice President, he or she will help the faculty member to communicate with the "receiving" campus.

4. These "exchanges" need not be on a one to one basis, but should average out over four or five years. This will require careful record keeping and monitoring by the Academic Vice Presidents.

5. Any exchange needs the approval of the Academic Vice Presidents of each of the campuses involved as well as the agreement of the relevant deans and departments.

6. Faculty members will continue to be paid through the home campus and will receive all benefits, including retirement, etc., for which they would ordinarily be eligible.

7. Faculty members must agree to adhere to the practices and policies of the receiving campus and shall be encouraged to participate in the life of that campus to the extent practicable.

8. The Connecticut State University will not be responsible for any relocation costs.

The following rules govern student employment in the CSU System:

A. 1) The student must be matriculated at one of the CSU System universities and be currently enrolled in courses, or be enrolled in the Intensive English Language Program at any of the universities.

2) In case of the System Office, the student must be matriculated at a public institution of higher education in Connecticut with CSU students given first priority in hiring.

B. 1) The student must not be on any State payroll other than the student employee payroll of the university and/or the System Office of the Board of Trustees.

2) Employment of Intensive English Language Program non-matriculated students will be funded internally through IELP program fees charged by the employing university.

C. To be eligible for summer work the student must have been enrolled in the prior spring semester and certify in writing an intention to continue enrollment in the subsequent fall semester or to complete degree requirements during one of the summer sessions.

D. While spring and fall classes are in session a student may work no more than 40 hours per pay period, however, hours may be increased to 40 hours per week during periods when there are no classes.

E. The rules of the Federal College Work Study Program, or any similar Federal program shall prevail when in conflict with rules A-D above.

F. In certain limited instances involving the sale of advertisements/ subsidies for campus media or the setting of print/type, students may be paid by commission or line inch respectively provided that such payment is consistent with state and federal law. The specific rates are determined by the university.

The rate structure shall be reviewed at least once each fiscal year and may be adjusted upon approval of the CSU Chancellor with notification to the Board for informational purposes.

EFFECTIVE DATE: 1ST day of the pay period which includes January 1, 2004

CLASS I Position requiring no work experience or some experience and/or training sufficient to work at semi-skilled jobs not requiring supervisory responsibility.
Range: $7.10 - $8.60

CLASS II Position requires proven skills and/or technical knowledge with capability of assuming extra responsibilities such as supervision of others.
Range: $8.40 - $9.90

CLASS III Advanced position requiring skills and knowledge acquired through prior employment or training in the appropriate area. This class usually requires supervisory responsibilities or the ability to work independently on projects requiring specialized skills.
Range: $9.50 - $14.50
Students who participate in off campus employment programs such as Work Study and Community Services may be compensated utilizing any of the pay rates noted above.

The purpose of graduate assistantships is to allow well qualified matriculated graduate students to participate in institutional activities academically relevant to the student's program of study.

Graduate assistantships shall be awarded only to matriculated graduate students. Graduate students awarded full assistantships shall pay full-time tuition; graduate students awarded half assistantships and enrolled for nine semester hours or more shall pay full-time tuition; those enrolled for less than nine hours shall pay appropriate registration and course fees for part-time students.

The following fees shall also be waived for graduate assistants:

State University Fee
University General Fee
(except for that portion attributable to student accident insurance)
Student Activity Fee

The maximum stipend for full graduate assistantships shall be $4,800 per semester and $2,400 per semester for half graduate assistantships, and shall not include negotiated benefits.

The universities may provide from other funds at their disposition, scholarships or grants to supplement the above stipends.

1. Have an R.N. license currently valid in the State of Connecticut; and

2. Have individually agreed to participate in the clinical education of the University's Nursing students under the terms specified by the University's Nursing faculty; and

3. Are employed by a Connecticut hospital or other health care agency located in the State of Connecticut with which the University has a clinical affiliation agreement and in which the University's students will receive clinical education; and

4. For whom the head of the hospital or health care agency in which the students' clinical education will occur has submitted a letter of recommendation and authorization; and

5. Who meet the additional requirements listed below for appointment to the specific clinical titles:

a. Clinical Associate in Nursing
Title to be used for MSN Preceptor
MSN degree required

b. Clinical Instructor of Nursing
Prepared at Master's level with at least one degree in Nursing
One to three years experience post Master's degree

c. Clinical Assistant Professor of Nursing
Prepared at Master's level with at least one degree in Nursing
Minimum of three years' experience post Master's degree

d. Clinical Associate Professor of Nursing
Prepared at Master's level with at least one degree in Nursing
Specialty Certification or Doctorate

e. Clinical Professor of Nursing
Doctorally prepared with at least one degree in Nursing
Minimum of three year's post doctorate
or established record of achievement

The scope of appointment to such titles shall be strictly confined to those professional acts which are directly related to the field instruction, advisement, and evaluation of Social Work students in the field setting and to consultation with the university Social Work faculty regarding the nature of the degree program.

The term of appointment to such titles shall be for a maximum of three years with the option to renew by action of the president or president's designee.

Social Work professionals may be appointed to honorary titles in Social Work in the universities in the Connecticut State University System who:

1. Hold a Masters in Social Work from an accredited Social Work program, plus two years of agency experience; and

2. Have individually agreed to participate in the field education of the university's Social Work students under the terms specified by the university's Social Work faculty; and

3. Are employed by an agency which (a) meets the criteria for becoming a field education site, (b) has been approved by the Social Work Department, and (c) in which the university's students will receive field education; and

4. For whom the head of the agency in which the students' field education will occur has submitted a letter of recommendation and authorization; and

5. Who meet the additional requirements listed below for appointment to the specific titles:

Title Requirement

Clinical Instructor of Social Work has successfully completed two
years as a field instructor for
a university in the CSU System
including appropriate attendance
and participation at departmental
events.

Clinical Assistant Professor of is a member of the Academy of
Social Work Certified Social Workers ACSW),
certified by the State of Connecticut as an independent social worker and has five years post masters agency experience and three years as Clinical Instructor, including appropriate attendance and participation at departmental events.

Clinical Associate Professor of is a member of the Academy of
Social Work Certified Social Workers (ACSW), is certified by the State of Connecticut as an independent social worker, plus five years post masters agency experience and three years as a Clinical Assistant Professor, including appropriate attendance and participation at departmental events.

Clinical Professor of Social Work holds a doctorate, is a member of the Academy of Certified Social Workers (ACSW), is certified by the State of Connecticut as an independent social worker, plus five years post masters agency experience and three years a Clinical Associate Professor, including appropriate attendance and participation at departmental events.

SUPERVISOR: Board of Trustees for the Connecticut State University System

POSITION SUMMARY: Chief Executive Officer directly responsible to the Board of Trustees for operation of the Connecticut State University System.

POSITION RESPONSIBILITIES:

1. Develops policy in conjunction with the Board of Trustees and implements Board policy.

2. Develops agenda for Board meetings, and maintains Board records.

3. Responsible for activities of system office and evaluates system office personnel.

4. Acts as the Board's Chief Agent for development of system budgets, master planning activity, and labor relations.

5. Oversees system-level service operations.

6. Communicates Board policy to University Presidents and evaluates their success in campus management within Board policy.

7. Represents the Board and CSU System before external agencies of state government and the public.

8. Works on such other activities as the Board shall require from time to time.

EDUCATION AND EXPERIENCE: Substantial experience in and familiarity with higher education, its management and role in a democratic society.

Setting of Priorities for the Chancellor

Goals and Objectives

1. Achieve specific Board priorities as indicated in the Letter of Priority.

2. Involve the Board in priority setting and policy determination.

3. Apprise the Board, in a timely fashion, of issues which are arising, and information which the Board needs.

4. Develop alternative policy options for consideration by the Board.

5. Articulate a clear vision consistent with Board policy and state needs.

6. Effectively implement Board policy determinations.

7. Coordinate strategic planning within the system.

8. Make progress towards the system's Affirmative Action goals.

9. Develop budget options for consideration by the Board that reflect strategic plans and Board policy.

10. Capably direct system office staff: by, inter alia, (a) fostering continuous improvement and quality management, (b) effectively evaluating subordinates, (c) coordinating staff efforts in response to system needs, Board requests and external demands, and (d) insuring provision of quality service to the universities from service units.

11. Effectively evaluate university presidents to insure accountability to Board policies and directions.

12. Preserve, enhance, and efficiently utilize system resources, including human, operational and capital resources.

13. Effectively communicate with legislators, executive branch officials, and the public.

By June 10 of each year, the CSU Chancellor shall prepare an annual report to the Board on: (1) progress toward Board priorities as indicated in the prior year's Letter of Priority; (2) accomplishments under the Goals and Performance Assessment Measures; and (3) recommendations for the future. During late June or early July, the Board, or designated members shall meet with the CSU Chancellor to review the annual report and discuss items for inclusion in the CSU Chancellor's Letter of Priority for the ensuing year.

Following the meeting, designated Board members, or such staff as they desire to assist them shall prepare an annual written performance assessment of the CSU Chancellor and a Letter of Priority. The CSU Chancellor shall sign the performance assessment indicating that it has been read and may append comments, after which it shall be placed in the CSU System Chancellor's personnel file along with a copy of the Letter of Priority.

SUPERVISOR: CSU Chancellor

POSITION SUMMARY: Chief Executive Officer responsible to the CSU Chancellor for management of the university within Board policy.

POSITION RESPONSIBILITIES:

1. Works with a variety of university constituencies in the development of campus policy and procedures within Board Policy and in support of system objectives.

2. Directs activities of university staff and evaluates performance of that staff.

3. Provides stewardship over university resources.

4. Enhances the university's instructional program.

5. Enhances the university's development program.

6. Enhances university relations with alumni and the public.

7. Represents the university to the public.

8. Works on such other activities as the System Chancellor or Board shall require from time to time.

EDUCATION AND EXPERIENCE: Substantial experience in and familiarity with higher education, its management and role in a democratic society.

Setting of Presidential Priorities

Goals and Objectives

In general, each president shall be expected to attain the following goals and objectives:

1. Achieve specific priorities as indicated in the Letter of Priority and the mission statement as approved by the Board of Governors.

2. Provide the highest possible quality education.

3. Keep the curriculum responsive to the needs of the state.

4. Articulate a clear vision for the university, coincident with Board policy, state needs, and the system Chancellor's vision.

5. Revise strategic plans, with defined goals, on a biennial basis.

6. Develop budgetary plans which are consistent with strategic plans and Board policy.

7. Efficiently administer the university within the budget plan approved by the Board.

8. Attain admission targets with respect to total enrollment and specific cohorts of new students.

9. Attain retention targets established in relation to the demographic characteristics of the student population.

10. Make progress towards Affirmative Action goals for employees and diversity goals of the University's Strategic Plan for Racial and Ethnic Diversity for students.

11. Meet specific goals for fund raising from alumni, business and industry, and other contributors.

12. Capably direct administrative staff, including (a) fostering continuous improvement and quality management, (b) effectively evaluating subordinates, and (c) responding to the needs of students.

13. Develop good relationships and effective communications with all campus constituencies, alumni and the community surrounding the University.

14. Develop effective ways of advising students, and provide career counseling and placement services which result in satisfactory job placement upon graduation.

15. Maintain university facilities in good condition.

16. Provide for the safety of students, faculty, and other staff members.

17. Conform to the Board's Library and Intercollegiate Athletic policies.

By June 30 of each year, each President shall prepare an annual report for the CSU Chancellor on: (1) progress toward Board priorities as indicated in the prior year's Letter of Priority; (2) accomplishments under the Goals and Performance Assessment Measures; and (3) recommendations for the future. During late July or early August, the CSU Chancellor shall meet with each President to review the annual report and discuss items for inclusion in President's Letter of Priorities for the ensuing year.

Following the meeting, the CSU Chancellor shall prepare an annual written performance assessment of each President and a Letter of Priority. These documents shall be shared with Board members. Each President shall sign the performance assessment indicating that it has been read and may append comments, after which it shall be returned to the Board Office and placed in that President's performance assessment file along with a copy of the Letter of Priority.

Purpose and Process

Performance assessment is primarily a process to strengthen the University. While it is proper to conclude that the process will offer the Board of Trustees a comprehensive performance assessment of the President, the matter of reappointment of the President is not an issue. Current Trustee policies are sufficient to this task. The Board intends to document presidential strengths and to assist the President by recognizing problems and weaknesses that may surface.

An ad-hoc committee of no more than six Board members shall be appointed by the Chair of the Board. One member may be replaced annually as designated by the Chair of the Board. This committee shall work with the CSU Chancellor in conducting the quadrennial performance assessment of one president.

On or before January 1 of the assessment year, the President shall prepare his own assessment of The State of the University, describing objectives, issues, accomplishments, areas of concern and plans for the future. The report shall include three years of data on enrollment, development revenue and budget history including changes in the budget and reasons therefore. The report should focus on the stewardship of the President. The report shall be submitted to the CSU System Chancellor.

Subsequently, the CSU System Chancellor shall submit the report to the ad-hoc committee along with the three most recent annual evaluations of the president.

The ad-hoc committee and the CSU System Chancellor shall prepare a format for the performance assessment including issues and questions addressed to selected campus constituencies. The President shall have an opportunity to review the issues and questions and offer comment prior to the campus interviews.

On or before March 1 of the assessment year, The State of the University report will be circulated to the leadership of the following: faculty senate, student government, CSU-AAUP chapter, SUOAF-AFSCME chapter, and alumni board. The report may also be provided to other groups or individuals as determined by the ad-hoc committee.

On or before April 1 of the assessment year, the ad-hoc committee shall invite individuals or groups of its choice from the constituencies listed above to a scheduled interview with the ad-hoc committee and the CSU System Chancellor. The selected constituencies may be requested to provide their comments on The State of the University report in writing prior to the interviews.

The ad-hoc committee shall schedule a meeting with the University President to share the results of the performance assessment. At the June meeting of the Board of Trustees, the ad-hoc committee will report to the Board in executive session.

6.2 Policy and Procedures for Chancellor/Presidential Compensation (BR#04-43)

I. ESTABLISHMENT AND MAINTENANCE OF BASE LEVEL SALARIES

II. COMPENSATION FOR NEW PRESIDENTS AND CHANCELLOR

III. COMPENSATION FOR INTERIM APPOINTMENTS

IV. PERFORMANCE RECOGNITION/RETENTION (DEFERRED COMPENSATION) FUND

Any portion of the performance recognition/retention fund for a particular fiscal year that is not awarded shall not be carried over to future fiscal years. The remaining funds shall be returned to the appropriate operating fund.

V. SCHEDULE FOR PERFORMANCE RECOGNITION/RETENTION (DEFERRED COMPENSATION) AWARD

VI. DEVELOPMENT EXPENSE FUND

In order to enhance the institutional advancement efforts by each university and the System Office, the university or System Office is authorized, in accordance with its institutional advancement plan, to provide to its President and the Chancellor an annual unvouchered development expense fund. In order to ensure that the amount of the fund reflects both current needs and resources, the amount of the fund shall be determined by the Executive Committee of the Board of Trustees. These funds shall be made available from the System Office and university operating fund, to be used at the sole discretion of the President or Chancellor. Said funds shall be established at the same rate for each of the Presidents and the Chancellor.

The development expense fund is subject to all normal withholding, with the payments treated as ordinary income, but is not considered as part of the base salary for the purpose of computing compensation increases.

1. Develop and approve arrangements and procedures for the conduct of negotiations;

2. Establish parameters and guidelines for the Negotiating Team;

3. Develop and approve management demands and counterproposals for the negotiating process;

4. Report to the Board of Trustees at its monthly meeting the status of negotiations;

5. Take any other action not now anticipated or specified herein necessary in achieving on behalf of the Trustees the successful negotiation of the required contracts; and

6. Recommend to the Board of Trustees for ratification a proposed collective bargaining agreement for the instructional faculty and for the administrative faculty.