Conflicts of Interest & Commitment

u003cstrongu003eOther Policies Relevant to Conflicts of Interest and Conflicts of Commitment u002du002d A supplement to the procedures for Standard Practice Guide 201.65-1, u003cemu003eConflicts of Interest and Conflicts of Commitmentu003c/emu003eu003c/strongu003ernrnThe University of Michigan’s u003ca href=u0022https://spg.umich.edu/policy/201.65-1u0022u003eStandard Practice Guide 201.65-1u003cemu003e Conflicts of Commitment and Conflicts of Commitmentu003c/emu003eu003c/au003e operates in conjunction with the following state law and University policies, as well as with unit policies and with other relevant federal and state law and University policies not listed here.rnrnu003cstrongu003eI. State of Michigan Statuternu003c/strongu003eu003ca href=u0022https://www.legislature.mi.gov/mileg.asp?page=getObjectu0026amp;objName=mcl-Act-317-of-1968u0026amp;queryid=10657425u0026amp;highlight=u0022u003e(P.A. 317 of 1968 u003cemu003eState of Michigan Conflict of Interest Law u003c/emu003e)u003c/au003ernrnThe State of Michigan Conflict of Interest Law is set forth as Public Act 317 of 1968, as amended by Public Act 81 of 1984. The State Conflict of Interest Law prevents University employees, or enterprises in which they hold a stipulated interest, from contracting with the University without the explicit approval of the Board of Regents. To obtain such approval, the University employee must disclose any pecuniary interest in the contract, and the Regents must approve the contract by a vote of not less than two-thirds of the full Board membership in open session. The terms of the contract must be disclosed in the official minutes of the Board of Regents, including duration, financial consideration between parties, facilities and services of the University included in the contract, and the nature and degree of the assignment of the University employee for fulfillment of the contract.rnrnu003cstrongu003eII. Regental Bylawsu003c/strongu003ernrnA. u003ca href=u0022https://regents.umich.edu/governance/bylaws/bylaws-chapter-01/u0022u003eBylaw 1.13 u003cemu003eBusiness Transactionsu003c/emu003eu003c/au003ernGoverns University compensation to Regents and University officers.rnrnB. u003ca href=u0022https://regents.umich.edu/governance/bylaws/bylaws-chapter-01/u0022u003eBylaw 1.14 u003cemu003eRegental and Executive/Senior Officer Conflict of Interest Policyu003c/emu003eu003c/au003ernDescribes when a Regent or executive/senior officer is considered to have a conflict of interest and the steps he or she must take in that event. The Bylaw is in addition to any obligations imposed on a Regent or executive/senior officer by state law (P.A. 1968, Nos. 317 and 318, as amended).rnrnC. u003ca href=u0022https://regents.umich.edu/governance/bylaws/bylaws-chapter-02/u0022u003eBylaw 2.16 u003cemu003eGifts to Regents and University Employeesu003c/emu003eu003c/au003ernProhibits individual Regents and University employees from accepting gifts of substantial value from a student enrolled in the University, from any person having business relations with the University, or on the basis of the Regent’s or employee’s position at the University.rnrnD. u003ca href=u0022https://regents.umich.edu/governance/bylaws/chapter-iii-business-management-finance-and-property/u0022u003eBylaw 3.10 u003cemu003eOwnership of Patents, Copyrights, Computer Software, Property Rights, and Otheru003c/emu003eu003c/au003ernDescribes the general guidelines under which ownership for patents, copyrights, computer software, or property rights accrue to the University; to the inventor, author, or creator; or to the University and the inventor, author, or creator by agreement.rnrnE. u003ca href=u0022https://regents.umich.edu/governance/bylaws/chapter-v-the-faculties-and-academic-staff/u0022u003eBylaw 5.12u003cemu003e Outside Employmentu003c/emu003eu003c/au003ernGoverns permissible outside employment of full-time faculty members. The Bylaw states, “Each of the governing faculties of the University shall formulate for the guidance of its administrative officers such regulations, appropriate to the fields represented by it, as it may consider necessary to give effect to the general policy defined herein.” The governing faculties of the University may formulate regulations appropriate to the fields those faculties represent to provide guidance to its administrative officers in the implementation of this policy.rnrnF. u003ca href=u0022https://regents.umich.edu/governance/bylaws/chapter-v-the-faculties-and-academic-staff/u0022u003eBylaw 5.13 u003cemu003eGovernmental Activitiesu003c/emu003eu003c/au003ernDescribes University policy on University staff members’ holding public office (either elective or appointive).rnrnu003cstrongu003eIII. University Standard Practice Guides (SPG)u003c/strongu003ernrnA. u003ca href=u0022https://spg.umich.edu/policy/201.23u0022u003eSPG 201.23 u003cemu003eAppointment of Relatives or Others with Close Personal or External Business Relationships; Procedures to Assure Equal Opportunity and to Avoid the Possibility of Favoritism (Nepotism)u003c/emu003eu003c/au003eCDescribes University policy on appointment of individuals with close personal or external business relationships and procedures to assure equal opportunity and to avoid the possibility of favoritism.rnrnB. u003ca href=u0022https://spg.umich.edu/policy/201.65-0u0022u003eSPG 201.65-0 u003cemu003eEmployment Outside the Universityu003c/emu003eu003c/au003ernPermits University employees “to be employed outside the University,” but provides that “the outside employment must not detract from the performance of the duties and responsibilities of the University position, nor may it create a conflict of interest. The use of official position and influence to further inappropriate personal gain or that of families or associates is considered to be unacceptable behavior and in direct opposition to University policy. In a community as diverse and complex as the University, there is always the possibility that the pursuit of individual interests may result in a conflict with those of the University. This places an important responsibility on faculty and staff to recognize potential conflicts and prevent them.rnrnC. u003ca href=u0022https://spg.umich.edu/policy/201.85u0022u003eSPG 201.85 u003cemu003eNon-Appointment Related University Compensationu003c/emu003eu003c/au003ernGoverns payment of “special stipends,” which are defined as compensation to eligible University staff members who provide additional non-recurring services outside of their regular work schedule or assignment, the payment of honoraria, or the payment of moving and travel expenses in accordance with University policy, and generally limits dean or director approval of special stipends to no more than four days in any calendar month.rnrnD.u003ca href=u0022https://spg.umich.edu/policy/303.01u0022u003e SPG 303.01 u003cemu003eImplementation of Regents’ Policy Concerning Research Grants, Contracts, and Agreementsu003c/emu003eu003c/au003ernEstablishes implementation SPG guidelines for the acceptability of restrictions on openness in research grants, contracts, and agreements. Faculty members and staff members must not enter into agreements that include a priori limitations on publications of research results, unless approved beforehand by the University. Project agreements that have publication restrictions that violate University policy are subject to the PAF-R process before they can be accepted (see u003ca href=u0022https://orsp.umich.edu/route-submit-proposal/proposal-approval-form-pafu0022u003eorsp.umich.edu/sites/default/files/resource-download/paf-r.docu003c/au003e).rnrnE.u003ca href=u0022https://spg.umich.edu/policy/303.03u0022u003e SPG 303.03u003cemu003e Policy Statement on the Integrity of Scholarship and Procedures for Investigating Allegations of Misconduct in the Pursuit of Scholarship and Researchu003c/emu003eu003c/au003ernDefines serious academic misconduct and establishes a procedure for investigating and reporting allegations of misconduct.rnrnF. u003ca href=u0022https://spg.umich.edu/policy/303.04u0022u003eSPG 303.04u003cemu003e Revised Policy on Intellectual Properties: Including Their Disclosure, Commercialization, and Distribution of Revenues from Royalties and Sale of Equity Interestsu003c/emu003eu003c/au003ernAmplifies Regents Bylaw 3.10, which speaks to the objectives of the University’s technology transfer/intellectual property development activities. (See also u003ca href=u0022https://regents.umich.edu/governance/bylaws/chapter-iii-business-management-finance-and-property/u0022u003eRegents Bylaw 3.10 u003cemu003eOwnership of Patents, Copyrights, Computer Software, Property Rights, and Otheru003c/emu003eu003c/au003e.)rnrnG. u003ca href=u0022https://spg.umich.edu/policy/507.01u0022u003eSPG 507.01u003cemu003e General Policy and Proceduresu003c/emu003eu003c/au003e [Issued by Purchasing]rnExplains the responsibility of each member of the University staff and of the Purchasing Department to ensure that the University does not knowingly enter into a purchase commitment that could result in a conflict of interest. See Section IV, “Ethics, Confidentiality, and Conflict of Interest.”rnrnH. u003ca href=u0022https://spg.umich.edu/policy/520.01u0022u003eSPG 520.01 u003cemu003eAcquisition, Use and Disposition of Property (Exclusive of Real Property)u003c/emu003eu003c/au003e [Issued by Property Control Office]rnProhibits use of property acquired by and used in the University for University-supported activities for personal, for-profit activities or illegal activities.rnrnI. u003ca href=u0022https://spg.umich.edu/policy/601.28u0022u003eSPG 601.28u003cemu003e Ownership of Copyrighted Works Created at or in Affiliation with the University of Michiganu003c/emu003eu003c/au003ernCopyright includes a bundle of rights—including rights to ownership, reproduction or copying, preparation of derivative works, distribution, public display, and public performance. This policy sets forth general principles regarding this bundle of rights in the University context.rnrnu003cstrongu003eIV. Sponsored Projects Policiesu003c/strongu003ernrnu003cemu003eu003ca href=u0022https://research-compliance.umich.edu/conflict-interest-coiu0022u003eConflicts of Interest in Sponsored Projects and Technology Transferu003c/au003eu003c/emu003ernWhen a faculty researcher on a proposed sponsored project, a member of his or her immediate family, or any key investigator has a significant financial or management interest in a sponsored project, he or she must process a disclosure using the M-Inform disclosure system on Wolverine Access. Learn more about the outside interest disclosure process at u003ca href=u0022https://research-compliance.umich.edu/outside-interest-disclosure-processu0022u003eresearch.umich.edu/conflict-of-interest/outside-interest-disclosure/u003c/au003e.rnrnWhen technology transfer is involved, the faculty researcher works with u003ca href=u0022https://innovationpartnerships.umich.edu/licensing/u0022u003eInnovation Partnershipsu003c/au003e at the U-M. Designated faculty committees review such disclosures to determine whether a conflict of interest exists and, if so, whether the conflict of interest can be managed. The committees develop conflict of interest management plans and recommend Regental action when required. The u003ca href=u0022https://its.umich.edu/academics-research/research/eresearch/m-informu0022u003eM-Inform disclosureu003c/au003e and the u003ca href=u0022https://research-compliance.umich.edu/node/142u0022u003erelative background and definitionsu003c/au003e itself are available on the U-M Office of Research website. School and college policies may also require additional disclosures.

u003culu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Taubman-Faculty.pdfu0022u003eArchitecture u0026amp; Urban Planning Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Taubman-Staff.pdfu0022u003eArchitecture u0026amp; Urban Planning Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-ArtDesign-Faculty-Final.pdfu0022u003eArt u0026amp; Design Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-ArtDesign-Staff-Final.pdfu0022u003eArt u0026amp; Design Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Athletics-COI-COC.pdfu0022u003eAthleticsu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Bus-and-Fin-COI.pdfu0022u003eBusiness and Financeu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Dentistry-Faculty.pdfu0022u003eDentistry Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Dentistry-Staff.pdfu0022u003eDentistry Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Division-of-Public-Safety-and-Security.pdfu0022u003eDivision of Public Safety and Securityu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/EducationFaculty_COICOC_2016.pdfu0022u003eEducation Faculty – 2016u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/EducationStaff_COICOC_2018.pdfu0022u003eEducation Staff – 2018u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://docs.google.com/document/d/1pCz2ydlo7IS1Z-qm4EcEJwTU4l442eVi/editu0022u003eEngineering Faculty and Staff – 2026u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://seas.umich.edu/student-services/forms-handbooks-policies/faculty-conflicts-of-interestu0022u003eEnvironment and Sustainability Faculty – 2025u003c/au003ernu003ca href=u0022https://seas.umich.edu/student-services/forms-handbooks-policies/staff-conflicts-of-interestu0022u003eEnvironment and Sustainability Staff – 2025u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Exec-Officers-and-Other-Direct-Reports.pdfu0022u003eExecutive Officers and Presidential Direct Reportsu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/InformationFaculty_COICOC_2009.pdfu0022u003eInformation Faculty – 2009u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/InformationStaff_COICOC_2016.pdfu0022u003eInformation Staff – 2016u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-ICLE-Final.pdfu0022u003eInstitute for Continuing Legal Education Staffu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-ICLE-Disclosure.pdfu0022u003eInstitute for Continuing Legal Education Staff Disclosure Formu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-ISR-Policy-for-Faculty-and-Staff.pdfu0022u003eInstitute for Social Research Faculty and Staff – 2021u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/KinesiologyFaculty_COICOC_2018.pdfu0022u003eKinesiology Faculty – 2018u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Kinesiology-Staff-Final.pdfu0022u003eKinesiology Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/LawFaculty_COICOC_2015.pdfu0022u003eLaw Faculty – 2015u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Law-School-Staff.pdfu0022u003eLaw Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/LSA-Faculty-COI-COC.pdfu0022u003eLSA Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/LSAStaff_COICOC_2008.pdfu0022u003eLSA Staff – 2008u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/LSI_Faculty_Staff_COICOC_2021.pdfu0022u003eLife Sciences Institute Faculty and Staff 2021u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://michmed-administration.policystat.com/?lt=7SjjjpAUfZbdJeWxdJbtfXu0026amp;next=%2Fv2%2Fpolicy%2F8975800%2Flatest%2Fu0022u003eMichigan Medicineu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Music-TD-Faculty-Final.pdfu0022u003eMusic, Theatre u0026amp; Dance Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Music-TD-Staff-Final.pdfu0022u003eMusic, Theatre u0026amp; Dance Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/NursingFaculty_COICOC_2018.pdfu0022u003eNursing Faculty – 2018u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/NursingStaff_COICOC_2018.pdfu0022u003eNursing Staff – 2018u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/COI-COC_Faculty_Policy_Pharmacy.pdfu0022u003ePharmacy Faculty – 2025u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/COI-COC_Staff_Policy_Pharmacy.pdfu0022u003ePharmacy Staff – 2025u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-President-Staff.pdfu0022u003ePresident Office Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Provost-for-Deans-Directors.pdfu0022u003eProvost Office for Deans and Directorsu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Provost-Staff.pdfu0022u003eProvost Office Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-SPH-Faculty.pdfu0022u003ePublic Health Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-SPH-Faculty-Form.pdfu0022u003eFaculty Consultation Formu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-SPH-Staff.pdfu0022u003ePublic Health Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/u0022u003ePublic Policy Faculty – 2018u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Public-Policy-Staff.pdfu0022u003ePublic Policy Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Rackham-Faculty-Final.pdfu0022u003eRackham Graduate School Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/RackhamStaff_COICOC_2015.pdfu0022u003eRackham Graduate School Staff – 2015u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/RossFaculty_COICOC_2012.pdfu0022u003eRoss School of Business Faculty – 2012u003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Ross-SB-Staff-Final.pdfu0022u003eRoss School of Business Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Social-Work-Faculty.pdfu0022u003eSocial Work Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/SocialWorkStaff_COICOC.pdfu0022u003eSocial Work Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-UMOR-Faculty-and-Staff.pdfu0022u003eUMOR Faculty and Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Student-Publications-Final.pdfu0022u003eStudent Publicationsu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Audits-Final.pdfu0022u003eUniversity Auditsu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Audits-Disclosure.pdfu0022u003eUniversity Audits Disclosure Formu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Univ-Lib-Librarians-Final.pdfu0022u003eUniversity Library Librariansu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI COC Univ Lib Staff Final.pdfu0022u003eUniversity Library Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-UMS-Final.pdfu0022u003eUniversity Musical Societyu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://umdearborn.edu/faculty-conflicts-interest-and-commitmentu0022u003eUniversity of Michigan Dearborn Faculty – 2013u003c/au003ernu003ca href=u0022https://umdearborn.edu/faculty-conflicts-interest-and-commitmentu0022u003eUniversity of Michigan Dearborn Staff – 2013u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-UM-Flint-Faculty.pdfu0022u003eUniversity of Michigan Flint Facultyu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-UM-Flint-Staff.pdfu0022u003eUniversity of Michigan Flint Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/VP-for-Communications.pdfu0022u003eVice President for Communicationsu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-VP-Development-Final.pdfu0022u003eVice President for Developmentu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COICOC-OGCAugust2021.pdfu0022u003eVice President and General Counsel – 2021u003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-VP-Govt-Relations-Final.pdfu0022u003eVice President for Government Relationsu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-VP-Secretary.pdfu0022u003eVice President and Secretary Staffu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-VP-Student-Affairs-Final.pdfu0022u003eVice President for Student Affairsu003c/au003ernu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-VP-Student-Affairs-Disclosure.pdfu0022u003eVice President for Student Affairs Disclosure Formu003c/au003eu003c/liu003ernu003c/ulu003e

u003culu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-discussion-guide.pdfu0022u003eA Guide to Discussions in the Schools, Colleges, and Research Institutesu003c/au003eu003c/liu003ern tu003cliu003eTemplates for Unit Implementation Policies (for u003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COICOCfacultytemplate.docu0022 download=u0022u0022u003eFacultyu003c/au003e and for u003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COICOCstafftemplate.docu0022 download=u0022u0022u003eStaffu003c/au003e)u003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COICOC-checklist.pdfu0022u003eChecklist of Elements in Unit Implementation Policiesu003c/au003eu003c/liu003ernu003c/ulu003e

u003culu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Steps-to-Consider.pdfu0022u003eSteps to Consider After the President Approves Your Unit’s COI/COC Implementation Policyu003c/au003e [PDF]u003c/liu003ern tu003cliu003eu003ca href=u0022https://mylinc.umich.edu/core/pillarRedirect?relyingParty=LMu0026amp;url=app%2Fmanagement%2FLMS_ActDetails.aspx%3FActivityId%3D501438%26UserMode%3D0u0022u003eu003cspan style=u0022font-weight: 400;u0022u003eMyLinc Staff and Faculty Conflict of Interest and Conflict of Commitment Trainingu003c/spanu003eu003c/au003eu003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COI-COC-Slide-Template.pptu0022u003eTemplate for Unit PowerPoint Presentations on Conflicts of Interest and Conflicts of Commitmentu003c/au003e [PPT]u003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/Scenarios-and-Questions.pdfu0022u003eScenarios and Questions: A Training Toolu003c/au003e [PDF]u003c/liu003ern tu003cliu003eu003ca href=u0022https://provost.umich.edu/wp-content/uploads/2022/08/COICOCbasic-steps.pdfu0022u003eBasic Steps to Take After an Employee Discloses a Potential Conflict of Interest or Conflict of Commitmentu003c/au003e [PDF]u003c/liu003ernu003c/ulu003e

u003ch3u003eGeneral Questions about the Policyu003c/h3u003ernu003cstrongu003eQ: What constitutes a COI or COC?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e It is neither possible nor necessary to define precisely what interests or activities will constitute a COI or COC in all circumstances. Instead, the Standard Practice Guide (SPG) requires disclosure of u003cemu003epotentialu003c/emu003e COIs or COCs, as defined in the SPG and in school, college, or unit implementing policies. Potential COIs and COCs are inevitable and are not, in and of themselves, problematic. Rather, it is important for faculty and staff to disclose potential COIs and COCs so that they can be evaluated and, if necessary, managed.rnrnAs defined in the SPG, a u003cemu003epotential COIu003c/emu003e exists whenever personal, professional, commercial, or financial interests or activities outside of the University have the possibility (either in actuality or in appearance) of: (1) compromising a faculty or staff member’s judgment; (2) biasing the nature or direction of scholarly research; (3) influencing a faculty or staff member’s decision or behavior with respect to teaching and student affairs, appointments and promotions, uses of University resources, interactions with human subjects, or other matters of interest to the University; or (4) resulting in a personal or family member’s gain or advancement at the expense of the University. A u003cemu003epotential COCu003c/emu003e exists when a faculty or staff member’s external relationships or activities have the possibility (either in actuality or in appearance) of interfering or competing with the University’s educational, research, or service missions, or with that individual’s ability or willingness to perform the full range of responsibilities associated with his or her position.rnrnEach school, college, and unit (with faculty consultation and approval) is required to have procedures to evaluate disclosures of potential COIs or COCs to determine whether a potential conflict exists under the circumstances at issue, and if so, how to manage that potential conflict.rnrnSome examples of potential COIs that might be disclosed, but may or may not require further action include, but are not limited to, situations in which: (1) a researcher conducting sponsored research expects to receive a large consulting fee from the pharmaceutical company whose product is being tested; (2) a faculty member is in a position to direct University business to his or her spouse’s company; (3) a faculty member expects to receive an honorarium for a lecture that the faculty member will be giving at a conference sponsored by a for-profit business; and (4) a staff member uses University resources to promote outside business interests. After the faculty member or staff member discloses a potential COI, under the unit’s implementation policy the appropriate University administrator(s) would evaluate the potential conflict and, if necessary, develop a plan to manage or eliminate the conflict.rnrnSome examples of potential COCs that might be disclosed, but may or may not require further action include, but are not limited to, situations in which: (1) a faculty member intends to devote effort to preparing course materials for use at another university; (2) a staff member seeks to accept a position in an outside business; and (3) a faculty member wishes to engage in external research that would ordinarily have been conducted within the University. Again, following disclosure the appropriate University administrator(s) would evaluate the potential conflict and, if necessary, develop a plan to manage or eliminate it.rnrnu003cstrongu003eQ: Why does the SPG require faculty and staff to reveal a potential COI or COC?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e Disclosure is important for several reasons. Disclosing and managing potential COIs or COCs, as needed, helps preserve the University’s and the individual faculty or staff member’s reputation for integrity within the higher education community. It also responds to the legitimate expectations placed upon a public university.rnrnDisclosure may help protect a faculty or staff member from liability where federal or state law imposes an obligation to manage COIs or COCs. For example, federal law imposes such an obligation for federally sponsored research and disclosure in this area is already required. Because failure to comply with this obligation can jeopardize the University’s eligibility for federal funding, disclosure is in the best interest not only of the individual faculty or staff member involved, but of other members of the University community and the University itself.rnrnu003cstrongu003eQ: Why does the University want to know how I spend my time on weekends or vacation? Isn’t this an invasion of my privacy?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eThe University does not want to know how a faculty or staff member spends his or her time on weekends or vacations u003cemu003eunlessu003c/emu003e those activities or interests may, either in appearance or in actuality, interfere with, compromise, or bias the faculty or staff member’s fulfillment of his or her University obligations, or otherwise conflict with the University’s interests.rnrnFor faculty members, the obligation to disclose potential COCs stems not only from u003ca href=u0022https://spg.umich.edu/policy/201.65-1u0022u003eSPG 201.65-1u003c/au003e, but also from Regents u003ca href=u0022https://www.umich.edu/~regents/bylaws/bylaws05b.html#3u0022u003eBylaw 5.12u003c/au003e. That Bylaw states that a “full-time member of the faculty shall not during the academic year be employed for remuneration by other agencies than the University except with approval of the proper University authorities” and that “[w]henever outside employment is permitted in connection with a ‘part-time’ appointment, the portion of time which is engaged by the University shall be stated in the appointment notice and in the budget.”rnrnu003cstrongu003eQ: Does this mean the University wants faculty and staff to cut back on their external activities?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The University encourages external activities and relationships that enhance the mission of the University. In fact, the SPG specifically recognizes the right of faculty and staff members to acquire and retain outside interests of a professional, personal, or economic nature. The SPG also acknowledges, however, the importance of ensuring that faculty and staff members’ outside interests are not in conflict with University interests or with the individual employee’s commitment to the University, to the University’s students, sponsors, patients, donors, or to other parties to whom the University has a duty.u003cstrongu003e u003c/strongu003ernrnu003cstrongu003eQ: What steps does the University expect me to take to determine whether any of my family members are involved in activities that cause me to have a potential COI or COC with the University?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The SPG requires disclosure when faculty or staff members are aware of relevant family activities that create a potential COI. It is up to the unit to determine whether and when further inquiry is appropriate. The steps a faculty or staff member should take will depend on the circumstances. For example, where the potential conflict is significant, additional inquiries may be necessary to ensure that a faculty or staff member has made full disclosure of family interests or activities that may constitute a COI.rnrnu003cstrongu003eQ: What if a faculty or staff member is uncertain whether a given situation constitutes a potential COI or COC?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The faculty or staff member does not need to decide whether there is a conflict. Instead, whenever there is any possibility of a conflict, the individual should discuss the matter with the person designated by the unit to handle potential conflicts. That person may decide there is no potential conflict, that any potential conflict can be easily managed, or that a more ambitious management plan must be adopted.rnrnu003cstrongu003eQ: What if, as a faculty member or staff member, I don’t disclose a potential COI or COC in a timely manner because I was not aware a potential conflict existed? How will the University respond?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The faculty or staff member should disclose the potential conflict as soon as he or she realizes that disclosure may be warranted. The dean, director, or his or her designate will consider the circumstances in deciding how to respond. In many cases, he or she will find the faculty or staff member’s lack of awareness to be reasonable and understandable. In some cases, he or she may require that the faculty or staff member receive additional training or counseling. Where there is a serious actual conflict and the faculty or staff member’s failure to disclose appears unreasonable, appropriate disciplinary action may be taken.rnrnu003cstrongu003eQ: As a faculty member or staff member, if I disclose a potential COI or COC will I have a say in the plan that is developed to “manage” this conflict? Is the management plan “negotiable”?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eThe SPG states that the appropriate administrator(s) will develop a plan to manage a COI or COC “in consultation with the faculty or staff member.” Also, each unit must include procedures in its implementation policy for considering any concerns a faculty or staff member has about the scope or details of the conflict management plan. These procedures could involve a standing faculty committee and/or use existing dispute procedures.rnrnu003cstrongu003eQ: As a faculty member or staff member, what if I have questions? Whom can I contact for information?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e For u003cemu003egeneral questionsu003c/emu003e, faculty and staff can contact the relevant deans’ offices of the Office of the Provost and Executive Vice President for Academic Affairs. If you would like to suggest adding a question to the FAQ that is not answered here, please contact u003ca href=u0022mailto:[email protected]@umich.eduu003c/au003e.rnrnFor questions regarding u003cemu003epublications and sponsored project fundingu003c/emu003e, faculty and staff can contact the Office of the Vice President for Research.rnu003ch3u003eDisputes and Appealsu003c/h3u003ernu003cstrongu003eQ: As a faculty member or staff member, can I dispute a determination as to whether a potential COI or COC exists, and, if so, to whom can I dispute that determination?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e A faculty or staff member can dispute any action or decision related to a potential COI or COC. The appropriate forum for dispute will depend upon existing University policies for handling faculty and staff disputes, as supplemented by any dispute procedures that the unit has developed. These unit dispute procedures must coordinate with, and cannot substitute for, existing University policies for handling disputes.rnrnu003cstrongu003eQ: As a faculty member or staff member who believes I have been wrongly accused of failing to adhere to a conflict management plan, is there a grievance procedure available to me?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e A faculty or staff member can appeal actions or decisions related to COIs or COCs using existing University dispute or grievance policies for faculty and staff. Faculty or staff who wish to dispute decisions or actions of one of the two established COI committees – the Office of the Vice President for Research Conflict of Interest Review Committee and the Medical School Conflict of Interest Board – must follow the processes established by that committee. If a school, college, or unit has developed additional procedures for responding to disputes or appeals relating to COIs or COCs, those procedures must coordinate with, and cannot substitute for, existing University policies for handling disputes.rnrnu003cstrongu003eQ: As a faculty or staff member who has been disciplined for allegedly violating the COI/COC policy, how can I appeal the disciplinary action?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eA faculty or staff member can appeal a disciplinary decision under existing University policies for handling faculty and staff disputes. If an individual school, college, or unit has adopted additional procedures for handling COI or COC disputes and appeals, the additional procedures must coordinate with, and may not substitute for, existing University policies for handling disputes.rnu003ch3u003eConfidentiality of Records and Freedom of Information Act (FOIA) Questionsu003c/h3u003ernu003cstrongu003eQ: If I disclose a potential COI or COC, will the information I provide be treated as confidential?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e University administrators must respond appropriately to all potential COIs or COCs that arise under this policy. Within this context, they must make every reasonable effort to preserve confidentiality and protect the privacy of all parties in the course of investigating and managing a potential COI or COC. (See Regents Bylaw u003ca href=u0022https://www.umich.edu/~regents/bylaws/bylaws14.html#7u0022u003eBylaw 14.07u003c/au003e u003cemu003ePrivacy and Access to Informationu003c/emu003e and u003ca href=u0022https://spg.umich.edu/policy/201.46u0022u003eSPG 201.46u003c/au003e, u003cemu003ePersonnel Records – Collection, Retention, and Releaseu003c/emu003e.)rnrnIn some cases, an administrator must disclose a potential COI or COC to others. For example, if a conflict exists within the context of a federally sponsored project, the University u003cemu003emustu003c/emu003e disclose the existence of that conflict to the federal government and must indicate whether it has managed that conflict. Also, the University may need to disclose certain information when responding to requests for information under the Michigan Freedom of Information Act (FOIA).rnrnu003cstrongu003eQ: Are all unit implementation policies across the University the same?u003c/strongu003ernrnA: No. Because the University is so decentralized, a one-size-fits-all unit implementation policy is not feasible. Therefore, each unit has tailored its guidelines to the mission and activities of that unit. For example, attending business lunches may be an important part of some staff members’ responsibilities in certain units—but not in other units. Even where such lunches are part of a staff member’s responsibilities, the unit may have procedures in place to ensure that the staff member doesn’t improperly influence University decisions.rnrnu003cstrongu003eQ: Are written communications related to potential or actual COIs and COCs (e.g., email messages, memoranda, and written management plans) subject to release through FOIA?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eFOIA permits persons to make requests to review or receive copies of University documents. While there are various exemptions to FOIA’s disclosure requirements, the courts have interpreted the exemptions narrowly. When no exemption applies, the University must provide the requested documents.rnrnBecause of its commitment to employee privacy, the University considers every reasonably applicable exemption to maintain confidentiality. This practice would, of course, apply to information generated by the implementation of COI/COC policies and procedures. The University would, for example, invoke an exemption for documents that contain private information that is personal in nature, as well as for communications within the University that discuss the proper approach for managing the conflict under consideration. Because the courts have interpreted FOIA exemptions narrowly, however, it is unlikely that the University will be permitted to protect all information pertaining to potential COIs and COCs. For example, courts typically require disclosure of information that is strictly factual in nature (e.g., the names of the principals of an entity doing business with the University), that is otherwise publicly available from another source (e.g., stockholder disclosure forms available through the Securities and Exchange Commission website), or that is received from third parties (e.g., vendor disclosures to the University through IRS Form W-9).rnu003ch3u003eQuestions Related to the Development of School, College, and Administrative Unit Implementation Policiesu003c/h3u003ernQ: u003cstrongu003eHow long do I need to keep records related to disclosures and conflict manage plans?u003c/strongu003ernrnA: Often the documentation related to a potential conflict disclosure and its management fall into multiple record categories. For example, some of the documents may be “Business and Financial records” governed by the document retention requirements of u003ca href=u0022https://spg.umich.edu/policy/604.01u0022u003eSPG 604.01u003c/au003e. This SPG mandates a 7-year retention period when the particular documents relate to sponsored research, and sets other retention periods for other types of business and financial records. Other documents may fall into the category of “Personnel Records” governed by the document retention requirements of u003ca href=u0022https://spg.umich.edu/policy/201.46u0022u003eSPG 201.46u003c/au003e, although generally this would not be the case. See SPGu003ca href=u0022https://spg.umich.edu/policy/201.46u0022u003e 201.46u003c/au003e ¶ II.A.2.g. Rather, records related to the disclosure of potential conflicts of interest and conflicts of commitment would in general be considered “Operating Unit records.” See u003ca href=u0022https://spg.umich.edu/policy/201.46u0022u003eSPG 201.46 ¶ II.E.2.u003c/au003ernrnCurrently there is not a University-wide standard for retention of Operating Unit records. However, after discussions with Human Resources and the Office of the General Counsel, the Provost recommends retaining Operating Unit records related to a potential conflict of interest or commitment that do not fall under u003ca href=u0022https://spg.umich.edu/policy/201.46u0022u003eSPG 201.46u003c/au003e oru003ca href=u0022https://spg.umich.edu/policy/604.01u0022u003eSPG 604.01u003c/au003e for a period of three years after the potential conflict no longer exists.rnrnOnce the retention period for a document has expired, the record keeper (generally, the unit conflict of interest/conflict of commitment manager) should purge the records from the files. Because the information within these records will usually be personal, private, and confidential, the records should be destroyed by shredding or other appropriate means to help ensure that the unit maintains confidentiality.rnrnu003cstrongu003eQ: What COI/COC related documentation should the schools, colleges, and administrative units maintain in their files (e.g., in personnel files)? Is a written record always necessary or appropriate?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The dean, director, or designate may decide on a case-by-case basis whether documentation is appropriate. This decision will depend upon such considerations as the nature of the potential or actual conflict under review; the University employee’s role at the University and with any external entity; and how long the potential conflict is expected to exist. As a general rule, the unit should record and retain information that documents the disclosure, the evaluation of that disclosure, and any plan developed to manage a potential conflict.rnu003ch3u003eQuestions from Academic Leaders and Supervisorsu003c/h3u003ernu003cstrongu003eQ: What are the ways in which deans, directors, or supervisors can “manage” COIs or COCs?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The dean, director, or designate will select an appropriate means of managing a particular potential COI or COC. A non-exhaustive list of actions that he or she might take, depending on the circumstances, include:rnu003culu003ern tu003cliu003eDeciding that no action is necessary;u003c/liu003ern tu003cliu003eDocumenting that the faculty or staff member disclosed a potential COI or COC and the dean or director (or his or designate) investigated the circumstances and decided no significant problem exists;u003c/liu003ern tu003cliu003eFollowing up on potential COIs or COCs by making appropriate disclosures inside and outside the University;u003c/liu003ern tu003cliu003eModifying or limiting the faculty or staff member’s duties to minimize or eliminate the conflict;u003c/liu003ern tu003cliu003eSecuring the agreement of the faculty or staff member that he or she will modify or suspend outside activity, use of University resources, or other activities that create the potential conflict; oru003c/liu003ern tu003cliu003eProhibiting certain outside activity as inconsistent with University obligations.u003c/liu003ernu003c/ulu003ernu003cstrongu003eQ: What type of sanctions can a dean of a school or college or a director of an administrative unit issue to a faculty member or a staff member who has violated the policy by failing to disclose a conflict? By failing to abide by a conflict management plan?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e Violations of the policy may be considered misconduct and could lead to the full range of disciplinary sanctions, as the dean or director deems appropriate under the circumstances.rnrnu003cstrongu003eQ: As an administrator, what if I have questions? Whom can I contact for information?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e For u003cemu003egeneral questionsu003c/emu003e, faculty and staff can contact the relevant dean’s offices or the Office of the Provost and Executive Vice President for Academic Affairs. If you would like to suggest adding a question to the FAQ that is not answered here, please contact u003ca href=u0022mailto:[email protected]@umich.eduu003c/au003e.rnrnFor questions regarding u003cemu003epublications and sponsored project fundingu003c/emu003e, faculty and staff can contact the Office of the Vice President for Research.rnu003ch3u003eQuestions Related to Coordination with Other University and External Policiesu003c/h3u003ernu003cstrongu003eQ: The SPG procedures require the unit-level implementation procedures to address standards for the solicitation and acceptance of gifts. Which University policy covers gifts?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e Regents u003ca href=u0022https://www.umich.edu/~regents/bylaws/bylaws02.html#16u0022u003eBylaw 2.16u003c/au003e u003cemu003eGifts to Regents and University Employeesu003c/emu003e, states: “No Regent or University employee will accept any gift of substantial value from any student, or any person having business relations with the University, or anyone else based upon the Regent’s or employee’s position at the University.”rnrnu003cstrongu003eQ. How does the University’s COI and COC policy compare with the requirements of external agencies?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e The University’s approach to addressing COIs and COCs is in compliance with agencies such as the National Science Foundation and the National Institutes of Health. Links are provided below to just a few such agency conflict policies:rnrnu003ca href=u0022https://www.nsf.gov/pubs/2002/nsf02151/gpm5.jsp#510u0022u003eu003cemu003eNational Science Foundation Grant Policies Manual, Section 510 Conflict of Interest u003c/emu003eu003cemu003ePoliciesu003c/emu003eu003c/au003ernrnu003ca href=u0022https://ethics.od.nih.gov/u0022u003eu003cemu003eNational Institutes of Health (NIH) Conflict of Interest Information andu003c/emu003eu003cemu003eResourcesu003c/emu003eu003c/au003ernrnu003cemu003eu003ca href=u0022https://www.fda.gov/regulatory-information/search-fda-guidance-documents/financial-disclosure-clinical-investigatorsu0022u003eU.S. Food and Drug Administration (FDA) Financial Disclosure by Clinical Investigatorsu003c/au003eu003c/emu003ernrnu003cstrongu003eQ: How will the process of disclosing a COI or COC dovetail with the University’s policy and procedures for sponsored projects?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eTwo faculty committees – the Office of the Vice President for Research Conflict of Interest Review Committee and the Medical School Conflict of Interest Board – with established procedures already exist to review disclosures of investigators’ significant financial or management interests in sponsored research and in intellectual property licenses to faculty start-ups. The SPG does not change the function of these committees. Although the SPG does not require academic units to establish additional faculty committees to review and manage disclosures, units may have chosen to do so.rnrnu003cstrongu003eQ: Some conflict of interest situations require Regental approval. What are they?u003c/strongu003ernrnu003cstrongu003eA:u003c/strongu003e Under state law most contracts (direct and indirect) between the UM and a UM employee require Regents approval, including contracts for purchasing good and services.rnrnAs an example of au003cemu003e directu003c/emu003e contract, if the UM wanted to purchase a product that a current UM employee manufactures in his or her basement, a Regents Action Item that informs the Regents of the proposed purchase would be required before the UM could finalize the contract. As an example of anu003cemu003e indirectu003c/emu003e contract, if the UM wanted to purchase a product from a corporation for which a current UM employee has sole ownership or is an officer of, a Regents Action Item would be needed because the contract would be with the UM employee, albeit indirectly.rnrnu003ca href=u0022https://procurement.umich.edu/u0022u003eUniversity Procurementu003c/au003e (Purchasing, Stores, and Business Services) handles Regents Action Items for contracts for the purchase of goods and services. The Office of the u003ca href=u0022https://research.umich.edu/u0022u003eVice President for Researchu003c/au003e handles Regents Action Items for contracts involving sponsored research or licensing of University copyright and patent rights.rnu003ch3u003eProcurement Servicesu003c/h3u003ernu003cstrongu003eQ: Suppliers ask me what they need to do to comply with the University’s COI Rules. What should I tell them?u003c/strongu003ernrnu003cstrongu003eA: u003c/strongu003eUnder state law, the University may not contract, directly or indirectly, with its employees without Regent approval. The University interprets the definition of “indirect contracting” broadly, to include being an employee of an outside company, owning large amounts of stock in an outside company, being a member of the outside company’s board of directors, and having any other close relationship with an outside company.rnrnThe University relies upon each employee to comply with University and departmental policies limiting gifts from vendors and prohibiting employees from using their University positions for their own personal gain.rnrnIn addition, all potential and new suppliers and vendors must complete the University’s Vendor Certification Form, which Accounts Payable sends directly to them upon request. Among other things, the potential supplier or vendor must complete accurately the portion of the Form that requests disclosure of any u003cstrongu003eu003cemu003epotentialu003c/emu003eu003c/strongu003e for conflict. This portion of the form is a simple series of check boxes that asks the company to provide the name of any individual who both is a UM employee and is an owner in the company, is employed by the company, or serves as a member, trustee, or officer of the company’s board.rnrnCOI issues that arise in a contracting context require more information-gathering to identify the proper procedures to follow. When Procurement Services learns of a possible conflict in a proposed contract between the University and an outside entity, the designated staff member gathers the relevant information regarding the contract. If the director of Procurement Services or his or her designate decides that a potential conflict exists, the office must submit a Regent Action Item seeking Regent approval of the proposed contract. If Procurement Services is unclear whether a conflict exists, that office seeks advice from the Office of the General Counsel.rnrnFor more information regarding Payables and eBilling, see (u003ca href=u0022https://ssc.umich.edu/finance/payments/u0022u003ehttps://ssc.umich.edu/finance/payments/u003c/au003e); for information regarding how Procurement Services handles potential COIs, see the office’s conflict of interest policy (u003ca href=u0022https://procurement.umich.edu/u-m-employees/purchasing/process-and-policies/conflict-of-interest/u0022u003ehttps://procurement.umich.edu/u-m-employees/purchasing/process-and-policies/conflict-of-interest/u003c/au003e).