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--- handbooks:pattern_of_administration [2020/06/18 20:55] – [The Office of Recruitment & Outreach] Marlinda Hines
+++ handbooks:pattern_of_administration [2025/09/03 22:48] (current) – [Human Resources, Payroll and Benefits: A-Z (edits in progress Aug.2025)] Kelley Patient
@@ Line 1: / Line 1: @@
 ====== Pattern of Administration ======
+<WRAP center round important 60%>\\
+While editing the handbook, if you experience any issues or need to roll-back a revision please email [[sehdhelp@ucdenver.edu?subject=Wiki Request|sehdhelp@ucdenver.edu]]\\
+</WRAP>
 ===== Introduction and Purpose =====
@@ Line 16: / Line 20: @@
 The vision of the SEHD is to be, “A leading school of education providing national expertise on educational issues and socially-just solutions for urban and diverse communities. Through innovative research and partnerships, we strive to be passionate agents of change, inspiring upcoming generations to learn from the past and shape the future.”
+ <font 12pt/inherit;;black;;white>In the School of Education and Human Development, inclusive excellence refers broadly to our commitment to serving and supporting all members of the SEHD Community: students, staff, faculty, partner organizations, and members of the broader community who are involved in SEHD's efforts to prepare and inspire education and mental health leaders to have a profound impact in fostering student opportunity, achievement and success in urban and diverse communities. More specifically, we are guided by an Inclusive Excellence Plan that is guided by a set of principles (below), includes 7 specific goals, and is assessed through systematic inquiry and evaluation via university and SEHD metrics.</font>
-===== SEHD Programs, Degrees, Licenses and Endorsements =====
+===== Inclusive Excellence =====
-//See the // [[:handbooks:faculty_handbook|SEHD Faculty Handbook]]//**.** //
+In the School of Education and Human Development, inclusive excellence refers broadly to our commitment to serving and supporting all members of the SEHD Community: students, staff, faculty, partner organizations, and members of the broader community who are involved in SEHD's efforts to prepare and inspire education and mental health leaders to have a profound impact in fostering student opportunity, achievement and success in urban and diverse communities. More specifically, we are guided by an Inclusive Excellence Plan that is guided by a set of principles (below), includes 7 specific goals, and is assessed through systematic inquiry and evaluation via university and SEHD metrics.
+==== Inclusive Excellence Principles ====
+The inclusive excellence efforts of SEHD are guided by a set of principles adopted in fall 2022. These principles state:
+We are a community of humans–diverse in identities, roles, experiences, expertise–committed to the difficult work of educational and social equity. In this work, we maintain a radical vision for our own individual and collective well-being. We do this through:
+  * Forms of learning evident in scholarship, partnership, and leadership that thoughtfully engages with children and youth, families, schools, higher education institutions, businesses and nonprofits with diverse perspectives and backgrounds.
+  * Continuous collective reflection and self-reflection on the ways in which race, ethnicity, economic resources, languages, abilities, histories, geography, first-generation status, age, gender, sexual identities, veteran status, and cultural and faith practices surface and inform our shared commitments and interactions.
+  * Prioritizing psychological, emotional, and physical safety.
+  * Prioritizing the sense of belonging for all members of our community.
+  * Courage in our commitments to risk, reflect, and improve.
+==== Inclusive Excellence Programming Areas ====
+SEHD initiates, supports, and offers a wide array of engagement opportunities for faculty, staff, and students. Such opportunities aim to accomplish the following:
+  * Supporting student and employee success and retention
+  * Providing professional learning opportunities
+  * Advancing inclusive, research-based teaching practices
+  * Promoting accessibility in both physical and digital spaces
+  * Fostering a culture that values diverse perspectives and identities
+  * Supporting inclusive excellence in education and community partnerships
+==== Office of Inclusive Excellence Contact Information ====
+  * //person//: antwan jefferson, Associate Dean for Instructional and Inclusive Excellence
+  * //phone//: 720-593-8575
+  * //email//: [[antwan.jefferson@ucdenver.edu|antwan.jefferson@ucdenver.edu]]
+  * //office//: Lawrence Street Center, 711
+  * //web//: [[https://education.ucdenver.edu/about-us/inclusive-excellence|https://education.ucdenver.edu/about-us/inclusive-excellence]]
+===== SEHD Programs, Degrees, Licenses and Endorsements =====
+//See the // [[:handbooks:sehd_faculty_handbook|SEHD Faculty Handbook]]//**.** //
 ====== Organization of the SEHD ======
 An '''organizational chart '''illustrating the roles and relationships within the structure of the SEHD is included in Appendix A. In what follows, we provide a description of the roles and responsibilities of the various individuals and groups included.
-===== Dean – Rebecca Kantor =====
+===== Dean =====
 The Dean is responsible for matters at the school level including but not limited to enforcement of admission requirements; the efficiency of departments and other divisions within the college or school; budgetary planning and allocation of funds; faculty assignments and workload recommendations on personnel actions; curriculum planning; academic advising; accountability and reporting (from the Laws of the Regents Article 4.A.2.C).
@@ Line 31: / Line 70: @@
 ===== Associate Deans =====
-Associate Deans are responsible for internal and external operations of the SEHD and represent the Dean as appropriate. There are currently three Associate Dean positions in the SEHD: //Associate Dean for Academic Programs and Undergraduate Experiences//, **Barbara Seidl**; //Associate Dean for Faculty Affairs,// //'Dorothy Garrison-Wade; **and //Associate Dean of Advanced Education & Doctoral Programs//,**Scott Bauer//'. See the Organizational Chart in Appendix A for the specific responsibilities of each Associate Dean.
+Associate Deans are responsible for internal and external operations of the SEHD and represent the Dean as appropriate. There are currently two Associate Dean positions in the SEHD: //Associate Dean for Academic Programs and Undergraduate Experiences//, **Barbara Seidl**; //**and //Associate Dean of Advanced Education & Doctoral Programs//,**Scott Bauer//'. See the Organizational Chart in Appendix A for the specific responsibilities of each Associate Dean.
 ===== Executive Staff =====
-|**Aswad Allen**, //Assistant Dean of Diversity and Inclusion//   |'''315-0135, '''LSC 706  |   |**Patricia Ball**, //Director of Human Resources//   |'''315-4947, '''LSC 1142  |   |**Kelly Ragland**, //Assistant to the Associate Deans//   |'''315-0086, '''LSC 604  |   |**Julia Cummings**, //Director of Marketing//   |'''315-6339, '''LSC 1141  |   |**Christine Feagins**, //Assistant Dean for Budget and Finance//   |'''315-6341, '''LSC 1143  |   |**Cindy Gutierrez**, //Office of Partnerships//   |'''315-4982, '''LSC 621  |   |**Shannon Hagerman**, //Executive Director of Continuing and Professional Education//   |'''720-639-9229, '''DP 144|   |**Marlinda Hines**, //Director of Recruitment and Outreach//   |'''315-4977, '''LSC 711  |   |**Brad Hinson**, //Assistant Dean for Information and Academic Technology//   |'''315-0131, '''LSC 726  |   |**JaNet Hurt**, //Assistant to the Dean//   |'''315-6343, '''LSC 1145  |   |**Julie Oxenford O’Brian**, //Executive Director of Assessment and Program Improvement// |**315-6352, **LSC 723  |   |**Sandy Mondragon**, //Asst. Dean, Student Success and Enrollment Management//   |'''315-4979, '''LSC 712  |
+|   \\ **Patricia Ball**, //Assistant Dean of Finance and Human Resources// |   \\ **315-4947, **LSC 1143|
+|   \\ **Julia Cummings**, //Director of Marketing// |   \\ **315-6339, **LSC 1141|
-\\
+|   \\ **Cindy Gutierrez**, //Assistant Dean of Teacher Education and Clinical Partnerships// |   \\ **315-4982, **LSC 621|
+|   \\ **Shannon Hagerman**, //Executive Director of Continuing and Professional Education// |   \\ **720-639-9229, **LSC 611|
+|   \\ **Marlinda Hines**, Assoicate //Director of Recruitment and Outreach// |   \\ **315-4977, **LSC 709|
+|   \\ **Brad Hinson**, //Director of Technology & Learning // |   \\ **NA, **LSC 726|
+|   \\ **JáNet Hurt**, //Operations & Events Manager// |   \\ **315-6343, **LSC 1145|
+|   \\ **Nicole Holland**, //Director of Accreditation and Assessment// |   \\ **315-6352, **LSC 723|
+|   \\ **Sandy Snyder-Mondragon**, //Asst. Dean of Student Success and Enrollment Management// |   \\ **315-4979, **LSC 712|
 ====== SEHD Service Areas ======
@@ Line 43: / Line 88: @@
 ===== Academic Services =====
-The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development.
+The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development. Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificates, endorsement, and licensure students. The Academic Services Manager, Rebecca Schell, serves as the senior graduate academic advisor in the SEHD. The Academic Services Manager leads the team of SEHD graduate academic advisors and graduate program coordinators with creating, implementing, and executing student and faculty support related policies and procedures. For example, the Academic Services Manager oversees graduate student academic probation, eligible to enroll lists and student email listservs, comprehensive exam results reporting, confirmed graduation lists, and current/historical department processes.
-Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificate, endorsement, and licensure students.
-Please see the following page for a listing of the Academic Services Staff.
 ==== Academic Services Staff Contact Information ====
 **General Information** \\
-Chinar Aldawoodi\\
+-315-6308
--315-6300
-**Admissions**
+=== Admissions ===
-**Bridget Sabo**\\\\
+**Natalie Schaffer** \\
-<font 11.0pt color: #0d0d0d;  background-color: inherit /inherit;;inherit;;#0d0d0d  background-color: inherit >Admissions and Application Technology Coordinator</font> \\\\
+Admissions Manager \\ [[NATALIE.SCHAFFER@UCDENVER.EDU|Natalie.Schaffer@ucdenver.edu]] \\
--315-6308
-**Jessica Gomez-Garcia** \\
-Admissions Associate\\
 -315-6308
 **Academic Advising**
-**Miriam Cummings** \\
+**Julie Gomez** \\
-Undergraduate Advisor\\
+Senior Undergraduate Academic Advisor \\ [[Julie.Gomez@ucdenver.edu|Julie.Gomez@ucdenver.edu]] \\
--315-6308
+-315-4989
-**Shelley Gomez**\\\\
+**Shelley Gomez** \\
-Academic Advisor – All Curriculum and Instruction Master’s programs\\\\
+Academic Advisor – Master’s programs \\
--315-6310\\\\
+-315-6310 \\ [[shelley.gomez@ucdenver.edu|shelley.gomez@ucdenver.edu]]
-shelley.gomez@ucdenver.edu
 **Rosalinda Martinez** \\
-Undergraduate Advisor\\
+Manager of Teacher Education & Undergraduate Advising \\ [[rosalinda.martinez@ucdenver.edu|Rosalinda.Martinez@ucdenver.edu]] \\
 -315-6308
-**Geneva Sarcedo**\\\\
+**Geneva Sarcedo** \\
-Academic Advisor – SPSY, COUN, ECE, EPSY\\\\
+Program Director [[callmemister@ucdenver.edu|callmemister@ucdenver.edu]] \\
-.315.6351\\\\
+Academic Advisor – grad programs \\
-[[geneva.sarcedo@ucdenver.edu|]]
+.315.6351 \\ [[geneva.sarcedo@ucdenver.edu|geneva.sarcedo@ucdenver.edu]]
-'''Rebecca Schell '''\\\\
+**Rebecca Schell** \\
-Academic Advisor – ALPS, ILT\\\\
+Academic Services Manager \\
-.315.4978\\\\
+Academic Advisor – grad programs \\
-[[rebecca.schell@ucdenver.edu|]]
+.315.4978 \\ [[rebecca.schell@ucdenver.edu|rebecca.schell@ucdenver.edu]]
-**Sandy Mondragon**\\\\
+**Batol Swade** \\
-Asst. Dean, Student Success and Enrollment Management\\\\
+Academic Advisor \\ [[batol.swade@ucdenver.edu|Batol.Swade@ucdenver.edu]] \\
-Academic Advisor - MAT, PhD\\\\
+-315-6303
-.315.4979\\\\
-[[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]]
+**Carol Wahby** \\
+Doctoral Programs Coordinator \\ [[carol.wahby@ucdenver.edu|Carol.Wahby@ucdenver.edu]] \\
+-315-6375
-==== Academic Services Staff ====
+**Sandy Mondragon** \\
+Asst. Dean, Student Success and Enrollment Management \\
+.315.4979 \\ [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]]
+===== Assessment and Program Improvement =====
-===== Accreditation and Program Effectiveness =====
+The SEHD Assessment and Program Improvement (API) Office promotes and nurtures a culture of formative evaluation and continuous improvement within the School of Education and Human Development through supporting high-quality assessment practices.
-The SEHD Office of Assessment and Program Improvement is responsible for activities related to accreditation and reauthorization requirements of the SEHD and for developing and maintaining coordination of accreditation and outcomes assessment work within the SEHD; between the SEHD and other University offices; and between the SEHD, Colorado Department of Education (CDE), and Colorado Department of Higher Education (DHE).
+The SEHD API team members are subject matter experts providing leadership, consultation, collaboration, and support to SEHD faculty, staff, students, and leadership, other CU Denver units, and external partners related to outcomes assessment, surveys, data systems, professional accreditation, state authorization, and other external reporting.
-The Office was created to address both the short-term needs of the 2013 national and state accreditation reviews and the longer term goals of promoting and nurturing a culture of formative evaluation within the SEHD in terms of using outcomes data to drive programmatic and operational decision-making. The office develops and oversees the systems infrastructure necessary to allow and encourage faculty participation in research associated with School outcomes, namely the impact of our graduates on P-12 student learning, our graduates’ knowledge of content and content pedagogy, our graduates’ performance as educators, the persistence of our graduates in the education profession, and the leadership roles assumed by our graduates.
+The major areas of responsibilities of the SEHD API office are:
-Related to state and national accreditation activities, it is also responsibility of this Office to communicate and coordinate SEHD activities for the annual University Higher Learning Commission (HLC) report and to write the annual SEHD HLC report based on student learning outcomes.
+==== Quality Assessment and Continuous Improvement ====
-This office fulfills all external data reporting requirements for federal, national, and state agencies. Internally, the Office maintains the official assessment records for current and former students, academic program assessments and management of databases that track relevant assessment data across all programs.
+  * Lead and develop policies, procedures, and strategic plans that enhance accreditation and assessment readiness and excellence, collaborating with SEHD and CU Denver roles / teams.
+  * Lead and collaborate with SEHD leadership, faculty, staff, students, and other partners to integrate assessment results into curriculum development, program planning, and strategic initiatives, supporting on-going data-driven discussions.
+  * Lead and consult with SEHD leadership, faculty, staff, students, and other partners regarding how to leverage existing data for continuous improvement and explore new data collection opportunities.
+  * Consult with faculty/instructors in creating, validating, and implementing high quality assessment and scoring instruments (e.g., rubrics).
+  * Collaborate with SEHD faculty, staff, students, and external partners to develop and maintain SEHD’s systems and documentation that assure quality program-level assessment and program improvement efforts, using universal design principles to ensure usable and accessible design, administration, collection, and reporting of assessment and program improvement.
+  * Support the design, administration, analysis, and reporting of research studies related to assessment and program improvement.
-==== Assessment and Program Improvement Contacts ====
+==== Assessment Data Collection and System Management ====
-|**Julie Oxenford O’Brian,** //Executive Director of Assessment and Program Improvement// |'''315-6352, '''LSC 723|   |**Tony Romero, **//Assessment Coordinator & Data Analyst//   |'''315-6346, '''LSC 724|
+  * Support the development of Program Outcomes and Assessment P
+  * Administer and support use of the SEHD assessment management system, understanding the technical requirements of the software being used and integration with other systems.
+  * Develop processes and supervise the administration of faculty and staff accounts.
+  * Facilitate the creation of assessments, rubrics, and the alignment to state and professional standards within the SEHD assessment management system.
+  * Develop and generate assessment reports for program improvement and for regular accreditation needs.
+  * Work with campus partners to plan and maintain course and student data stored in the SEHD assessment management system.
+  * Establish, revise, and monitor standard operating procedures, agreements and documentation related to the SEHD secure data management infrastructure.
+  * Train and support SEHD faculty, staff, students, and external partners (e.g., site supervisors, mentor teachers) on how to use the SEHD assessment management system.
-===== Finance and Budget =====
+==== Survey Data Collection and Management ====
-==== Fiscal support staff ====
+  * Manage the annual administration of school-wide surveys of students, alumni, and other stakeholders.
+  * Create and manage reporting of school-wide surveys of students, alumni, and other stakeholders.
+  * Consult with SEHD faculty, staff, students and partners to develop and pilot new or revised surveys; for students in particular, reviewing surveys intended to collect data from other SEHD students.
+  * Develop processes and supervise the maintenance of the SEHD online survey software, including administration of SEHD faculty, staff, and student
+  * Respond to requests for data, information, and research (e.g., for grants and program monitoring).
-|**Hiromi Agena**, //Assistant Director of Finance//   |'''315-6320, '''LSC 1121|   |'''Bolormaa (Bogi) Begzsuren, '' //'Assistant Director for Grants and Contracts// |'''315-4927, '''LSC 606|   |'''Christine Feagins, '' //'Assistant Dean for Budget and Finance//   |'''315-6340, '''LSC 1143|   |'''Timothy Halliday, '' //'Accountant//   |**315-4921**, LSC 1122  |   |'''Tracy Lee, '' //'Senior Fiscal Manager//   |'''315-6318, '''LSC 611|
+==== Data Management and Reporting ====
-==== Services and Employee Expenses ====
+  * Develop, implement, and/or manage the collection and warehousing of SEHD’s repository of program improvement and student learning data.
+  * Develop, implement, and/or manage reporting to support both external (e.g., federal, state, professional accreditation) and internal data needs, using statistical software as needed and various reporting mediums (e.g., dashboards, queries, PPT, Word, Excel) that are suited to the audience.
+  * Manage response to ad-hoc data requests from SEHD leadership, faculty, staff, students, and external partners.
+  * Lead efforts to partner with colleagues including SEHD IT, CU Denver OIT, and CU Denver OIRE teams in the collection, warehousing, and reporting of SEHD data.
-All personnel hiring, services and scope of work purchases must be pre-approved BEFORE the work has started. Please contact **Tim Halliday** for general fund and professional development account purchases, **Hiromi Agena** for payroll related hiring and additional pay, **Bolormaa Begzsuren** for grant related purchases and '''Tracy Lee '''for Extended studies purchasing and services. If prior approval has not been obtained before the work or service begins, the University may deny reimbursement and this could become a personal expense to you.
+==== Accreditation, Authorization, and Other External Reporting ====
-==== Expense Reimbursement ====
-All purchases must have prior approval from the budget authority (generally a faculty member’s program representative or their Associate Dean or the Dean) before reimbursements will be processed. This is best done through email with the approval copied or sent to the finance team. Original receipts should be submitted to Tim Halliday with the SEHD finance office with expense account information. Reminder: CU Denver is a tax exempt institution, so any sales tax incurred may not be reimbursable. Be sure and use the University tax exempt number when purchasing. The tax-exempt number appears on your Procurement Card (P-card).
+  * Co-lead preparation for state and accreditation self-studies and site visits with other SEHD leaders (e.g., Dean, Associate Deans, Assistant Deans, Directors, Program Leaders).
+  * Manage annual and ad hoc federal, state, accreditation, and media-related reporting (e.g., Title II, WIOA, VA, SURDS, DADC, TEACH Colorado, HLC, CACREP, COAMFTE, NASP, APA, US News).
+  * Serve as liaison with external accrediting bodies, federal and state regulatory agencies, and other external organizations to facilitate processes and ongoing compliance.
+  * Develop and maintain a comprehensive portfolio of accreditation requirements, deadlines, and documentation for all SEHD programs; monitoring changes in accreditation standards and regulatory requirements and advising others including leadership on necessary adjustments.
-==== General Purchasing and Supplies ====
+==== SEHD API Office Contacts ====
-**When making a general purchase (see below for Technology Purchasing) using professional development funds or program funds:**
+**Nicole Holland**
-- **FIRST**, contact Tim Halliday to ensure the funds are available; this must be done prior to purchase. <TIMOTHY.HALLIDAY@UCDENVER.EDU>\\
+Director of Accreditation and Assessment
-- **SECOND**, submit a purchase/procurement request to by filling out the form found here: [[https://goo.gl/59eUaO|https://goo.gl/59eUaO]].
-//Supplies must be ordered through the state vendor. Reminder: Supplies ordered outside the state vendor may not be reimbursable.//
+sehdhelp@ucdenver.edu
-Business cards should be ordered using the following link: [[http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx|http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx]]
+**Mary Lovit**
-The School does not have a general account to pay for these items; expense approval by a budget authority (Program representative or Associate Dean) must be obtained prior to ordering. Program or Professional Development (PD) funds can be used for this purchase.
+Assessment Office Program Manager
-==== event purchasing ====
+sehdhelp@ucdenver.edu
-All event purchasing is made using a faculty member PCARD or through personal funds. Reimbursements are to be made through Tim Halliday.
+**Julie Walden**
-==== Travel Procedures ====
+Assessment and Grants Principal Professional
-Faculty members are responsible for making their own travel arrangements. Faculty and staff need to FIRST check with their Program Leader or supervisor to determine if planned travel is covered by the program budget, or Tim Halliday if covered by their own professional development funds. In the case of externally funded projects, the Principal Investigator (PI) should be consulted. It should NEVER be assumed that travel will be covered through the university without first checking with the appropriate source.
+sehdhelp@ucdenver.edu
-Following is a link to the Procurement Service Center website which answers all questions about travel including a step by step guide: [[https://www.cu.edu/psc/payables/travel.htm|https://www.cu.edu/psc/payables/travel.htm]].
+====== Marketing and Communications Office/School of Education & Human Development ======
-If additional assistance is needed, please email <SEHDHELP@UCDENVER.EDU>.
+**Primary Purpose of the Office** – Support SEHD strategic goals to enhance reputation, awareness, enrollment and equity. Promote campus researchers, diverse students and alumni, and key university initiatives. Manage marketing budget, personnel, and contractors. Responsible for developing, managing, and implementing marketing, communications, and public relations strategies and plans to support the mission and strategic plan of the SEHD. Additionally, this position oversees events promotion/coverage and assists the Dean with fundraising activities.
-==== Main Points to Remember ====
+**Major Responsibilities** – Planning consultations; enrollment marketing (print, digital and web); overseeing communications to SEHD faculty, staff, students, alumni, partners in CU Denver and CU System units and external audiences; leadership positioning; e-publication oversight; public relations and events programming; and special projects.
-- You must receive authorization from your Program Leader, Supervisor or Associate Dean **before** incurring travel expenses. If you are using PD funds, please check with Tim Halliday to ensure you have adequate funds.\\
+**Contact** – **Julia Cummings** \\
-- Travel on sponsored program (grant) money requires approval from the SEHD Office of Grants and Contracts – contact Bolormaa Begzsuren with any questions.
+Director of Marketing and Communications Director for the School of Education & Human Development\\
+-315-6339
-- If you plan on traveling frequently, apply for the corporate liability travel card (See US Bank Travel Card below). Training must be completed before this card is issued.\\
+julia.cummings@ucdenver.edu
-- You must book your travel through the online Concur system (accessed through UCD Access) or directly through Christopherson Travel.\\
-- You '''CANNOT '''use your travel card to pay for conference registration. Please use your P-card. The travel card should be used for hotel and all other travel related expenses WHILE IN TRAVEL STATUS (e.g. meals, transportation, etc.)\\
-- You may use your travel card for meals but you should not exceed the applicable per diem rate for the locale in which you are traveling. If you exceed this amount, you will have to reimburse the University for the difference. If you pay for food using personal funds, you will be reimbursed up to or for the applicable per diem rate for the locale in which you are traveling. If the meal expense exceeds this amount, this is a personal expense to you and you will not be reimbursed.\\
-- **Keep itemized receipts for ALL expenses.** \\
-- When you return, please immediately submit all receipts to your Concur delegate (Tim Halliday, Tracy Lee or Bolormaa Begzsuren).\\
-- You should reimburse CU for any personal expenses on your travel card at the time when you turn in your receipts, or if you have enough per diem to cover these expenses, your per diem will be reduced by this amount.\\
-- **Your travel expenses MUST be reallocated within 90 days of the end of your trip or this becomes taxable income to you. This is a firm deadline that cannot be changed. Please allow your Concur delegate 2-3 weeks before the 90 day deadline to submit reimbursements on your behalf.**
-==== US Bank Travel Card ====
-The U.S. Bank Travel Card is the State Travel Card. All University employees who travel on business for the University should apply for the card and use it for all travel-related expenses. Please note that this card is a University card and the traveler is responsible for retaining all receipts and turning them in to your Concur delegate for reallocation as soon as possible once your travel is complete. These expenses do not generate email reminders the same way the P-card does and will sit in the system and not hit a speedtype until reallocated. This may result in budgets being inaccurate and additional work at year end for the finance staff. Please see Tim Halliday if you wish to request this card.\\
+Julia reports to the Vice Chancellor of University Communications with a dotted line to Dean Lynn. She is a member of SEHD’s Strategic Enrollment Management team.
-\\
-\\
-\\
-There is a **very handy Concur smartphone application** that will allow you to take a photo of and upload receipts directly to the Concur system as you travel. You can also initiate travel with this application. Once you have downloaded the application, your user ID will be your Employee ID @cu.edu (for example 123456@cu.edu). Before you can login to this app, you must go to the concur system on your computer and take the following steps:
-* Once logged in, click the profile link and let the whole screen come up or choose mobile registration. If the whole screen comes up –go the bottom left and choose mobile registration.\\
+Please reach out to her with any marketing/communications questions.
-* Click the blue link that says “create a mobile PIN”- this will be the PIN that you use to login to the app.\\
-* Again your user ID will be your EID@cu.edu.\\
-* If you have any problems with the app, please call the help desk at 303-837-2161.
-==== Conference Registration ====
+**Links to external resources**:
-University travelers often find that they need to prepay registration fees for a conference or meeting they plan to attend. How the expense is submitted—for direct payment to the vendor, or for reimbursement to the traveler—varies according to the timing of the payment and the needs of the vendor. The possible vehicles for payment are (1) the Procurement Card (P-Card), or (2) fill out a purchasing request here: [[https://goo.gl/59eUaOo|https://goo.gl/59eUaOo]] so that an on-line payment for you or (3) pay for the registration yourself and submit the receipt to Tim Halliday for reimbursement.
+   * About University Communications: [[https://www.ucdenver.edu/offices/ucomm|https://www.ucdenver.edu/offices/ucomm]]
+  * Communicator directory for CU Denver: [[https://www.ucdenver.edu/offices/ucomm/resources/campus-communicators-directory|https://www.ucdenver.edu/offices/ucomm/resources/campus-communicators-directory]]
+  * Media Relations: [[https://www.ucdenver.edu/offices/ucomm/media-relations|https://www.ucdenver.edu/offices/ucomm/media-relations]]
+  * School of Education & Human Development newsroom: [[https://education.ucdenver.edu/about-us/newsroom|https://education.ucdenver.edu/about-us/newsroom]]
+  * CU Denver branding website: [[https://www.ucdenver.edu/brand|https://www.ucdenver.edu/brand]]
+  * Ordering business cards: //[[http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx|http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx]]//
-==== Maximum Meal Reimbursement ====
+====== Finance, Budget, and Human Resources ======
-Meal reimbursement is for the actual cost of the traveler’s meals. To ensure these costs are reasonable, actual costs are limited to a Maximum Meal Reimbursement amount specific to the geographic travel location. The State of Colorado’s Maximum Allowable Meal Per Diem Rates represent the University’s Maximum Meal Reimbursement amount; for maximum allowable rates, refer to [[https://www.cu.edu/psc/payables/travel.htm|https://www.cu.edu/psc/payables/travel.htm]] and go to Per Diem Meal Rate on the right side of the webpage.\\
+The SEHD Budget and Finance Team provides services such as budget development, financial reporting, purchasing support, and travel expense reimbursement. Additionally, our grants and contracts team supports externally funded projects (grants, gifts, fee-for-service contracts), assisting with proposal submissions and post-award budget implementation, tracking and reporting. Daisy Salazar provides similar support for internal grants or awards from other university departments. All personnel hiring, services and scope of work purchases must be pre-approved BEFORE the work has started. If prior approval has not been obtained before the work or service begins, the University may deny reimbursement, and this could become a personal expense to you. Please see the SEHD Wiki Budget & Finance Resources page for guidance.
-\\
-Part of daily M & I (Meals and Incidental Expenses) is per diem. Dollar limits for breakfast, lunch, and dinner, are determined by the traveler’s destination. The meal per diem represents the maximum reimbursable amount for eligible meals during the course of a university business trip. Meal reimbursement is not allowed if adequate meals are included with lodging, as part of conference/registration fees, or otherwise provided to the traveler at no cost. Amounts in excess of meal per diems are not reimbursable unless part of a required official function.//**NOTE**: Tips on meals are included in these amounts and cannot be claimed separately.// Receipts are not required when claiming per diem.\\
-\\
-On days of travel, the final destination for the day determines the traveler’s per diem rate all day. On the day traveler returns home, the city from which the traveler leaves determines the per diem rate. On begin and end travel days, reimbursement cannot exceed 75% of the daily M&I per diem rate.
-==== Meals During Single-Day Trip ====
+The SEHD HR & Payroll Team provides services such as facilitating the recruiting and hiring process for SEHD faculty, staff and student employees, onboarding and offboarding processes, coordinating with CU Employee Services on payroll and leave, and employee performance and relations. Please see the SEHD Wiki Human Resources pages for guidance: [[https://wiki.cu.studio/human/start|https://wiki.cu.studio/human/start]]
-If travel is wholly within a single day and the trip lasts 12 hours or more, then meal reimbursement is allowed. Reimbursement cannot exceed 75% of the daily M&I per diem rate. Per IRS regulations, meal reimbursements for single-day trips are reportable as income for CU employees.
-==== In-State Travel Procedures ====
+===== Finance, Budget, and Human Resources Staff Responsibilities and Contact Information =====
-All travelers on University business—faculty, staff, students, and non-employees—will follow these procedures when in travel status within the state and in the immediate area outside Colorado that is a necessary part of an otherwise in-state trip: The traveler must always obtain prior approval to travel; for in-state travel, this approval may be verbal.
+**Patricia Ball** \\
+Assistant Dean, Finance and HR
-In accordance with Internal Revenue Service requirements, the following reimbursements will be reported to the IRS as income:
+Oversees Budget & Finance services, Grants & Contracts support, and Human Resources functions for the School of Education & Human Development.\\
+-315-4947\\
+[[Patricia.Ball@ucdenver.edu|Patricia.Ball@ucdenver.edu]]
-* Reimbursements that were not submitted through Concur within 90 days after the last day of travel completion; and,\\
+**Hiromi Agena** \\
-* Advances issued by the University if the subsequent Travel Voucher reconciling the advance was not submitted within 30 days of trip completion. (If the traveler needs to repay the University for a too-large advance, then this repayment must be made by personal check at the time that the Concur travel report is submitted.)
+Associate Director of Finance and Budget\\
+Handles faculty payroll, including faculty additional pay and coordinating summer pay. Other duties include position budgeting and tracking faculty workload.
-==== Out-of-State Travel Procedures ====
+-315-6320\\
+[[Hiromi.Agena@ucdenver.edu|Hiromi.Agena@ucdenver.edu]]\\
+**Daisy Salazar** \\
+Finance/Accounting Program Manager\\
+-315-4921\\
+[[Daisy.Salazar@ucdenver.edu|Daisy.Salazar@ucdenver.edu]]
-Please refer to [[https://www.cu.edu/psc/payables/travel.htm|https://www.cu.edu/psc/payables/travel.htm]] for information on vehicle rental, lodging deposits, mileage reimbursements and travel advances and International travel.
+**Keiko Goldman** \\
+Finance & HR Business Services Coordinator
-**Reimbursement is NOT appropriate for:**
+HR duties include forms and recordkeeping, hiring paperwork and onboarding activities, and hr-related processes for faculty.\\
+[[Keiko.Goldman@ucdenver.edu|Keiko.Goldman@ucdenver.edu]]
-* On-campus parking (Be sure to apply for re-entry privileges if you come & go to prevent payment more than once a day.)\\
+==== Grants and Contracts ====
-* Parking tickets from the police\\
-* Driving off-campus to have lunch with other professionals, even for purposes of business\\
-* Lunch with SEHD/University colleagues\\
-* Other expenses that are denied by a dean (Please check in advance if you think there will be any concerns or questions!)
-==== Frequently Addressed Travel Issues ====
+**Sophie Eggert** \\
+Grants & Contracts Program Manager\\
+[[Sophie.Eggert@ucdenver.edu|Sophie.Eggert@ucdenver.edu]]
-|**Alcoholic Beverages:** Not reimbursable in general; only covered when part of an official function, when entertainment account funds are available, and when proper University signatures have been obtained IN ADVANCE! This requires an Official Function form regardless of dollar amount. Not to be paid with sponsored project funds unless authorized by the sponsor.  |   |**Lodging-Staying with Friends**: Travelers who arrange private lodging (staying with friends/family) can be reimbursed up to $25/day for associated costs.  |   |'''Mileage-Personal Vehicle: '''Reimbursable, using the current State rate of $0.51 per mile, $.54 a mile for 4-wheel drive vehicles (when necessary for road conditions at the time of travel).  |   |**Mileage vs. Airfare-Traveler’s Option**: Travelers will be reimbursed for driving cost (mileage, lodging, meal per diems) up to actual total flight cost (transportation to/from DIA, airfare, destination ground transportation). Calculation of airfare cost is based on lowest obtainable 14-day advance fare. Traveler must declare annual leave for any additional days required as a result of alternative travel.  |   |'''Parking: '''Reimbursable when it is a necessary part of the trip, e.g., parking at traveler’s destination, parking at DIA.  |   |**Personal Expenses**: Expenses incurred for traveler’s benefit—e.g., magazines, dry cleaning, movie rentals, other entertainment—are NOT reimbursable.  |   |**Procurement Card**: University Visa. Not used for travel expenses. Exception: Can be used for conference/event registration, if accepted by vendor.  |   |'''Receipts: '''Travelers must submit original itemized receipts (credit card receipts/statements are not acceptable) for all individual charges exceeding $25. Exceptions: All rental vehicle gas receipts are required regardless of dollar amount. All receipts are required for lodging expenses incurred except Lodging-Staying with Friends. No receipts are needed to claim meal per diems. //NOTE//: The University is requesting an exemption from this rule. We will keep you updated on the status of the request.|   |'''Rental Car Expense: '''Rental Cars must be rented using the University travel card because it automatically provides insurance coverage. The following is a link to the State’s rental car policy which lists approved automobile rental vendors and other information about each vendor. [[http://www.colorado.gov/cs/Satellite/DPA-DCS/PA/1201542229336|http://www.colorado.gov/cs/Satellite/DPA-DCS/PA/1201542229336]]  |   |Receipts are always required for reimbursement of car rental costs and for rental car gasoline purchases regardless of dollar amount. (Note: If travel is covered by sponsored project funds, rental vehicle use will be determined by sponsor policies and may not be allowed).  |   |**Tax Implications**: Per IRS regulations, the Concur expense reallocation and all supporting documentation must be received in the PSC Travel Office within 90 days of trip completion to avoid having reimbursement reported as income.  |   |**Telephone/Fax/Modem Line Charges**: Charges for University business are reimbursable. You will receive $5.00 per day in incidentals – which includes any personal telephone charges.  |   |**Tips**: Reasonable tips given to bellhops, porters, maids, and ground transportation personnel are reimbursable. Exception: Tips on meal service already included in the meal allowance and cannot be claimed separately. University Policy limits tips up to 20%.  |   |'''Toll Road Charges: '''These charges are a reimbursable expense.  |
+**Erdenechukhal (Jamie) Purevsuren** \\
+Grants & Contracts Business Services Coordinator\\
+[[jamie.purevsuren@ucdenver.edu|jamie.purevsuren@ucdenver.edu]]\\
+-315-6318
-==== Program and Administrative Unit Spending and Budgets ====
+**Julie Walden**//, Assessment and Grants Principal Professional//
-Administrative managers and program representatives will receive a program budget template at the beginning of the fiscal year for use in planning their budget for the year. Zero-based budgeting is used in the formulation of both these budgets (i.e. starting from scratch). The requested budget will then be reviewed by the Assistant Dean and the Dean. Approved budgets will then be entered into the PeopleSoft system and spending should be monitored by the program or administrative unit manager. At fiscal year-end (6/30/XX) remaining funds for administrative units do NOT roll forward to the next year.\\\\
+[[julie.walden@ucdenver.edu|julie.walden@ucdenver.edu]]
-Remaining program funds roll forward year after year. Program budgets should only include items that pertain to the program as a whole and not expenses for individual faculty. For example, a retreat or marketing expense for the benefit of the program would be an appropriate program expense. A faculty member’s conference travel, registration fee or membership dues to various organizations would not be an appropriate program expense but would be an appropriate expense for faculty professional development funds.\\\\
-Please call **Tim Halliday** to obtain your professional development fund balance prior to making purchases.\\\\
-If you have any additional questions about the SEHD financial system or processes, please feel free to call any of the fiscal staff for assistance. And if you are unsure about the how, why or who for anything please start with the fiscal staff listed above.
-====== Human Resources and Payroll ======
+**[Search in process]**//, Human Resources and Payroll Manager//
-===== SEHD HR and Payroll Staff =====
+Handles personnel actions including recruiting, hiring, promotions, staff additional pay, progressive discipline, staff performance management, coordinating D1 lecturer pay, leaves, and immigration.
-|**Workgroup Members & Major Responsibilities**   |   |**Patricia Ball** \\ //Human Resources Director//   |   |**Hiromi Agena** \\ //Assistant Director of Finance// |   |**Jessica Coon** \\ //HR and Payroll Coordinator//   |
+**Joseph Magoffe, **//HR and Payroll Coordinator//
-===== Human Resources, Payroll and Benefits: A-Z =====
+Handles onboarding/off-boarding of all employees; student hiring (including D1 TAs, GAs/RAs and Graduate Part-time Instructors), payroll and time reporting; email/portal and sponsored user accounts.
-==== Auraria Early Learning Center ====
+-315-6631\\
+[[Joseph.Magoffe@ucdenver.edu|Joseph.Magoffe@ucdenver.edu]], [[SEHDHR@ucdenver.edu|SEHDHR@ucdenver.edu]]
-The childcare center is for the entire Auraria campus community: [[http://www.ahec.edu/for-campus-faculty-staff/early-learning-center|http://www.ahec.edu/for-campus-faculty-staff/early-learning-center]]\\
-\\
-\\
-\\
-The child must be one year old and walking to be enrolled at the center. Open spots are filled by a lottery system, with students having the first choice for those spots. If after the student lottery there are spots left, faculty & staff have a lottery, and finally if there are still spots available they open them up to a lottery for the community.
-==== Benefits ====
+===== Human Resources, Payroll and Benefits: A-Z (edits in progress Aug.2025) =====
-The university's benefits plan year runs from July 1 to June 30, with open enrollment in May. All questions regarding benefits should be directed to the University of Colorado Employee Services at 303.860.4200, option 3 or Toll Free 1-855-216-7740 (<employeeservices@cu.edu>).
+<WRAP center round tip 60%>\\
+Who to contact about edits needed in this section of the PoA: SEHD HR\\
-If you are in a benefits-eligible position, you MUST submit an enrollment form within 31 days following date of hire, even if you DECLINE coverage. Otherwise, you will be automatically enrolled in default coverage. Refer to the campus Human Resources web site to register for [[http://www.ucdenver.edu/about/departments/HR/training/Pages/RequiredHRtrainings.aspx|New Employee Orientation]], where they will explain all of your benefits options. New faculty members receive this information in the fall New Faculty Orientation.
+</WRAP>
 ==== Definitions of Employee Titles ====
-Regent Policy 5.L: Policy on Approved Faculty Titles
+[[https://www.cu.edu/ope/aps/5060|Administrative Policy Statement 0560 Appendix A: Faculty Titles]]
-University Professional and Non-Professional Job Codes, Career Families, and Definitions
+[[https://www.cu.edu/hcm-community/job-definitions|University Professional and Non-Professional Job Codes, Career Families, and Definitions]]
-Job Classification Descriptions and Minimum Qualifications
+[[https://www.ucdenver.edu/offices/human-resources/hr-business-partners/employee-categories/university-staff/job-descriptions|Job Classification Descriptions and Minimum Qualifications]]
-**TENURE AND TENURE TRACK FACULTY (Regent Policy L)**
+[[https://www.cu.edu/ope/aps/5060|Faculty Titles (Administrative Policy Statement 0560 Appendix A)]]
-A tenured appointment can normally be held only by a person in the academic rank of Professor or Associate Professor. Tenure may be awarded only to faculty members who are employed by the University and who have demonstrated meritorious performance in each of the three areas of teaching, research/creative work, and leadership and service, and demonstrated excellence in either teaching or research/creative work. (Footnote: In the School of Medicine, tenure may be awarded only to faculty members with national or international reputations who have also demonstrated excellence in scholarship and teaching. See Regent Law 5.B.4.) Once attained, tenure remains in effect regardless of promotion to higher rank. Administrative positions do not carry the possibility of tenured appointments and, unless under a properly authorized term contract, are at will positions, but an administrator holding an eligible academic rank may be granted a tenured appointment as a faculty member. All tenured and tenure-track faculty members with appointments of 50% or more are members of the system-wide Faculty Senate.
+**Regent Laws and Policies: ** [[https://www.cu.edu/regents/policy-5l-policy-approved-faculty-titles|Regent Policy 5: Faculty]]
-Faculty members in the tenure track have limited term contracts. In the School of Medicine, tenure-eligible faculty members in the tenure track, may have limited, indeterminate or at will appointments. Once tenured, a faculty member holds a continuous appointment until retirement or resignation unless the faculty member leaves the university or is removed under provisions of the Laws of the Regents or Regent policy.
+**Office Faculty Affairs and Undergraduate Enrichment: ** [[https://www.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-primary-unit-criteria-for-reappointment-tenure-and-promotion-rtp-21|School Primary Unit Criteria]]
-**Assistant Professor:** Assistant Professors appointed to tenure track positions should have the terminal degree appropriate to their field or its equivalent, plus some teaching experience. They should be well-qualified to teach at the undergraduate or graduate levels and possess qualifications for research or scholarship in a special field or clinical discipline.
+==== SEHD Policy on Faculty Qualifications ====
-**Associate Professor**: Associate Professors should have the terminal degree appropriate to their field or its equivalent, considerable successful teaching experience, and promising accomplishment in scholarship or in research. Normally the award of tenure accompanies appointment to or promotion to associate professor, except at the School of Medicine where tenure may be granted at any point in the faculty member’s career when he/she meets the School’s standards for tenure.
+The School of Education and Human Development adheres to the requirements of the Higher Learning Commission (HLC) with respect to qualifications for faculty teaching in its degree programs. This policy sets forth the minimum requirements for faculty academic credentials in SEHD and faculty experience equivalent in the event a proposed instructor does not possess the required degree credentials. Other criteria may apply to specific faculty positions and thus are outlined elsewhere in those job descriptions.
-**Professor**: Professors (also called “Full Professors”) should have the terminal degree appropriate to their field or its equivalent, and; (a) a record that, taken as a whole, may be judged to be excellent; (b) a record of significant contribution to graduate and/or undergraduate education, unless individual or departmental circumstances can be shown to require a stronger emphasis, or singular focus, on one or the other; and © a record since receiving tenure or promotion to Associate Professor that indicates substantial, significant, and continued growth, development, and accomplishment in teaching, research/creative work, and leadership and service.
+**Academic Credentials **
-Non-Tenure Track Faculty
+Academic credentials are the primary basis SEHD uses for determining faculty quality. In general, SEHD courses are taught by faculty who possess an EdD, PhD, or other terminal degrees with experience and training in the relevant subject areas.
-All non-tenure track faculty members are at will employees.
+The Higher Learning Commission (HLC) credentials refer to the degrees that faculty have earned. HLC common expectations for faculty credentials in higher education include the following:
-Lecturer: Lecturer is the title given to individuals hired to teach on a course-by-course basis. Lecturers are qualified to teach the particular course or courses for which they have been hired. They should have graduate degrees and/or advanced experience in their profession or field of expertise. Lecturers are hired on a part-time basis to teach one or more courses per term. Lecturers within SEHD may teach up to six credits per term. There are no research or service activities expectations for lecturers.
+  * Faculty teaching in higher education institutions should have completed a program of study in the discipline or subfield* (as applicable) in which they teach, and/or for which they develop curricula, with coursework at least one level above that of the courses being taught or developed. Completion of a degree in a specific field enhances an instructor’s depth of subject matter knowledge and is easily identifiable.
+  * Faculty teaching in undergraduate programs should hold a degree at least one level above that of the program in which they are teaching. If a faculty member holds a master’s degree or higher in a discipline other than that in which he or she is teaching, that faculty member should have completed a minimum of 18 graduate credit hours in the discipline in which he or she is teaching.
+  * Faculty teaching in graduate programs should hold the terminal degree determined by the discipline and have a record of research, scholarship or achievement appropriate for the graduate program.
+  * Faculty guiding doctoral education should have a record of scholarship and preparation to teach at the doctoral level. Research and scholarship should be appropriate to the program and degree offered.
-Instructor: Instructors usually have their master’s degree or its equivalent and should be otherwise well-qualified to teach. Full-time instructors within SEHD teach 8 courses (4 courses per semester). Instructors within SEHD are expected to engage in service activities (20% of load) within the program and school community.
+Refer to The Higher Learning Commission (HLC) for specific HLC information on faculty roles and qualifications, [[https://www.hlcommission.org/Policies/assumed-practices.html|https://www.hlcommission.org/Policies/assumed-practices.html]]
-Senior Instructor: The rank of Senior Instructor permits higher recognition and salary than that of Instructor. Within the SEHD, senior instructors usually have a doctoral degree or its equivalent when hired. Instructors who receive their doctoral degree after being hired in SEHD may be promoted to Senior Instructor upon completion of a doctoral degree. Full-time senior instructors within SEHD teach 8 courses (4 courses per semester). Senior instructors are expected to engage in service activities (20% of load) within the program and school community.\\
+SEHD policy adheres to the HLC guidelines. See minimum qualifications for each academic level below.
-\\
-\\
-\\
-Clinical Teaching Track\\
-\\
-The Clinical Teaching Track is intended for non-tenure track faculty who participate in a broad range of teaching, service, and scholarly activities. Clinical Teaching Track (CTT) appointees have comparable ranks to tenured faculty (i.e. Assistant, Associate and Full Professor). The teaching load for SEHD-funded CTT faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload.
-**Assistant Professor**, Clinical Teaching Track\\
+**Undergraduate Faculty/Lecturer Minimum Qualifications **
-\\
-Assistant professors, clinical teaching track hold a doctoral degree in a relevant field, have deep experience in the area in which they will teach in the SEHD, and have experience teaching at the college level as well. There must be evidence of teaching effectiveness at the university level as well as potential for service and research/scholarship that supports the program and the School
-**Associate Professor**, Clinical Teaching Track\\
+  * M.A. or M.S. in Education, Human Development, Family Relations, or a closely related discipline, or
-\\
+  * B.A. or B.S. in Education, Human Development, Family Relations, or a closely related discipline, AND a M.A. or M.S. in any field in addition to at least 18 graduate level credit hours in Education or a closely related discipline, or
-In addition to the qualifications of an assistant professor, clinical teaching track, an associate professor, clinical teaching track is expected to have had substantial relevant and successful teaching and professional experience in the field. In addition, they must demonstrate the potential to meet the service and research/scholarship criteria for associate professor, clinical teaching track in the SEHD.
+  * If the Master’s Degree is in an unrelated field, the candidate must have a minimum of 5 years of successful experience in the field related to the course documented on the CV. Candidates need to supply some evidence (e.g., subject matter expertise or leadership expertise) of experience.
-**Professor**, Clinical Teaching Track\\
+**Graduate Faculty/Lecturer Minimum Qualification **
-\\
-In addition to the qualifications of an associate professor, a professor, clinical teaching track, is expected to have a record of excellence in teaching and in service, including evidence of leadership, and demonstrate the potential to meet the research/scholarship criteria for professor, clinical teaching track in the SEHD.
-For more information, please see:\\
+//**MA Degree Programs **  //
-'''Regent Laws and Policies: '''[[https://www.cu.edu/regents/policy-5l-policy-approved-faculty-titles|5L Policy on Approved Faculty Titles]]\\
-\\
-'''Office Faculty Affairs and Undergraduate Enrichment: '''[[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/about/Pages/Schools-and-Colleges.aspx|School Primary Unit Criteria]]
-==== Employee Discount Offers ====
+  * PhD, EdD, PsyD in Education, Counseling, Human Development, Family Relations, or closely related disciple field area.
+  * If the terminal degree is in an unrelated field, the candidate must demonstrate experience in the field related to the course documented on the CV Candidates need to supply some evidence of experience (e.g., subject matter expertise or leadership expertise).
+  * If the candidate does not have a terminal degree, the candidate must have a M.A. or M.S. AND a minimum of 5 years of successful experience in the field related to the course documented on the CV. Candidates need to supply some evidence (e.g., teaching experience, school principal, board certified counselor, etc.) of experience
-State of Colorado’s Work-Life Discount Program, UniverCity Key Program:
+//**PhD, EdD, PsyD **  //
-[[http://www.ucdenver.edu/about/departments/HR/EmployeeDiscount/Pages/index.aspx|http://www.ucdenver.edu/about/departments/HR/EmployeeDiscount/Pages/index.aspx]]
+  * PhD, EdD, PsyD in Education, Counseling, Human Development, Family Relations, or closely related disciple field area.
+  * If the doctorate degree is in an unrelated field, the candidate must demonstrate at least 18 graduate level credit hours in related discipline and/or 5 years’ experience in the field related to the course documented on the CV. Candidates need to supply some evidence (e.g., subject matter expertise or leadership expertise) of experience.
-==== Employee Tuition Benefit ====
+**Minimum Tested Experience/Professional Qualifications **
-To view policies, eligibility, procedures, forms, and deadlines, please visit CU Employee Services website: [[https://www.cu.edu/employee-services/tuition-benefit-denver-anschutz-campus|https://www.cu.edu/employee-services/tuition-benefit-denver-anschutz-campus]]
+HLC states, “Tested experience may substitute for an earned credential or portions thereof. Assumed Practice B.2. allows an institution to determine that a faculty member is qualified based on experience that the institution determines is equivalent to the degree it would otherwise require for a faculty position”.
-==== Flex-Place and Flex-Time ====
+SEHD considers the instructor’s professional experience in real-world situations relevant to the degree and the specific course, and must possess both breadth across a variety of circumstances and depth in terms of progressive responsibilities. Relevant types of qualifying professional experience will differ depending upon the nature of the program and course, but generally will include one or both of the following:
-The SEHD’s policy requires that [[http://sehd.ucdenver.edu/impact/files/SEHD-FLEX-PLACE-AGREEMENT-final.docx|flex-place]] and [[http://sehd.ucdenver.edu/impact/files/FlexTime-Agreement.pdf|flex-time agreements]] be resubmitted for review/approval annually, when supervision has changed, or when circumstances change (e.g. different summer schedule). Normal office hours are 8:00 am to 5:00 pm with a one hour lunch. If your schedule varies from these hours, you must submit a flex-time agreement to your supervisor.
+  * Subject matter expertise: the person possesses extensive professional skills and expertise related to the field of the degree program and the subject of the course, demonstrated through the holding of substantive professional positions in the field and a record of professional accomplishment showing the mastery of topics and skills taught in the course.
+  * Leadership expertise: the person demonstrates exceptional leadership ability in the relevant domain, established by current and past positions with seniority, responsibility, importance, impact, and title. Titles indicating leadership expertise, depending on the course taught, including, but not limited to: principal, assistant principal, superintendent, associate superintendent, director president, chief executive officer, director, associate director, manager, chief, founder, and elected official titles.
-Please keep in mind that participation in flex-place and flex-time agreement is not an employee right or benefit, and may need to be modified or discontinued for business reasons. Flex-place and flex-time are merely alternative work arrangement options that may be available to you as business allows. If an employee wants to request a flex-place or flex-time agreement for just a day or a certain week, it must be pre-approved in writing by the supervisor (email is fine), but a formal agreement is not required.
+**Determining Faculty Qualifications through Tested Experience **
-If your supervisor approves your proposed arrangement, agreement forms should be signed by the employee and supervisor, then submitted to '''Patricia Ball '''to complete routing for approvals.
+Each program leader, or his/her designee, is responsible for evaluating the qualifications of lecturer candidates who wish to teach in the program, based on the criteria listed above. In the case of lecturers who do not possess the required academic credentials, the program leader will consult with an associate dean to ensure that the lecturer is otherwise qualified in terms of professional experience. The Curriculum Committee and Associate Dean of Faculty Affairs reviews and approve applications for faculty appointment. The following items are required:
-==== Hiring Paperwork ====
-New employees must submit a complete hiring packet and social security card (or copy of a paid receipt for a temporary replacement social security card) by the first day of employment, or Campus Human Resources has the authority to terminate employment. The hiring packet must be turned in to the SEHD HR and Payroll Coordinator, **Jessica Coon**, in the Lawrence Street Center, Room 1147 (or to Patricia Ball in LSC 1142).
+  * 2 letters of recommendation and
-==== HR Policies and Guidelines ====
+  * Current resume/CV
+  * FCQs or similar student evaluations of past teaching (if available)
-For Campus HR polices and guidelines, please visit: [[http://www.ucdenver.edu/about/departments/HR/HRPoliciesGuidelines/Pages/index.aspx|http://www.ucdenver.edu/about/departments/HR/HRPoliciesGuidelines/Pages/index.aspx]]
+Initial appointments are approved for one year. In order to be approved for a 3-year appointment, the instructor must have a proven success record (FCQs). The professional resumes/CV and any other required documentation for all approved lecturers shall be maintained by SEHD Human Resources and Curriculum Committee.
-For State Classified Staff policies and information, please visit: [[https://www.colorado.gov/dhr|https://www.colorado.gov/dhr]]
+**Process for Documenting Equivalent Experience**
-==== Holiday Schedule ====
+Instructors who do not have the appropriate degree or 18 credits in the specific content area can meet requirements through documenting ‘tested experience’ as defined below.
-Please visit: [[https://sehd.ucdenver.edu/impact/files/Holiday-Schedule-FY18.pdf|https://sehd.ucdenver.edu/impact/files/Holiday-Schedule-FY18.pdf]]
+) Documentation from the candidate that establishes experience in the content area (professional
-==== Injured on the Job (Worker’s Compensation) ====
+development)
-//You must notify your supervisor and/or SEHD HR IMMEDIATELY of any injury on the job. //The supervisor will need to notify the SEHD HR Director as soon as possible.\\
+  * Presentations made in professional contexts
-\\
+  * Continuing education credits
-\\
+  * Workshops attended
-\\
+  * Workshops presented
-//If an emergency,// employee is taken by ambulance to the hospital and follow-up care must be through a Designated Medical Provider (DMP).\\
+  * Evidence of products created that are relevant to the field
-\\
+  * Other
-\\
-\\
-//If not an emergency,// employee is taken or takes themselves to the DMP of their choice. The employee or supervisor completes online University Claim Form.\\
-\\
-\\
-\\
-To view policies, procedures, forms, and list of DMPs, please visit: [[https://www.cu.edu/content/workerscompensation|https://www.cu.edu/content/workerscompensation]]
-==== Leave/Time Off (9-Month Faculty) ====
+) Evidence of relevant field experience
-Full-time nine-month faculty earn ½ month (11 business days) of sick leave at the completion of each academic year. This is tracked manually by SEHD HR. Please notify the SEHD HR and Payroll Coordinator (Jessica Coon) if you must take any sick leave. If you will miss a week or more of work, please contact the SEHD HR Director (Patricia Ball) for [[http://www.ucdenver.edu/about/departments/HR/FormsTemplatesProcesses/Documents/FMLguidelines.pdf|FMLA information]] or [[https://www.cu.edu/policies/aps/hr/5019.pdf|parental leave]] information.
+  * Years of experience in the specific area
+  * Years of leadership in the area (instructional coach, curriculum expert, etc.)
-==== Leave/Time Off (Staff and 12-Month Faculty) ====
+) Professional letters of recommendation speaking directly to experience in the specified content area and experience as outlined in 1 and 2 above
-You must submit vacation/sick leave/family sick leave requests to your supervisor as far in advance as possible for pre-approval (except when you are ill, in which case you should submit immediately upon your return to the office). Sick leave is to be used when you are ill, for scheduled doctor/dentist appointments, or for taking your immediate family member to a doctor/dentist appointment. Medical certification will be requested for any sick leave of more than 3 consecutive calendar days, for compliance with [[http://www.ucdenver.edu/about/departments/HR/FormsTemplatesProcesses/Documents/FMLguidelines.pdf|FML]] and/or [[https://www.cu.edu/policies/aps/hr/5019.pdf|Parental Leave (faculty/university staff only)]] policies. **//Medical certification may also be requested if leave abuse is suspected. Abuse of the leave policies will result in disciplinary action.// **
+) If relevant, evidence of student satisfaction in working with adult learners (such as FCQ scores of 4.0 or higher for renewal candidates).
-**Annual Leave Earned**
-|**Years of service**   |**Hours earned per month** |**Maximum accrual** |   |Classified Staff 1st-5th year  |8 hours (1 day)  |192 hours (24 days)|   |Classified Staff 6th -10th year|10 hours (1 ¼ day)  |240 hours (30 days)|   |Classified Staff 11th -15th year|12 hours (1 ½ days)  |288 hours (36 days)|   |Classified Staff 16th - on  |14 hours (1 ¾ days)  |336 hours (42 days)|   |University Staff  |14.66 hours (22 days/year)|352 hours (44 days)|
-Please note that annual leave (vacation) hours in excess of the maximum accrual allowed as of July 1<sup>st</sup>  of each fiscal year are forfeited and “swept” from the system.
-**Resources for University Staff (F.K.A. Exempt Professionals):**\\\\
-[[https://www.cu.edu/regents/policy-11e-leave-policies-officers-exempt-professionals-and-faculty|Regent Policy 11.E - Leave Policies for Officers, Exempt Professionals, and Faculty]]
-**Resources for State Classified Employees:**
-[[https://www.colorado.gov/pacific/sites/default/files/Rules%2001-14-15_1.pdf|State Personnel Rules and Administrative Policies]]
-Leave requests are submitted to your supervisor through the UCD Access employee portal. See '''Submitting Leave Requests and Monthly Time Record '''below, under '''UCD ACCESS PORTAL '''section.
-Per CU System rules, **//supervisors of employees earning vacation and sick leave must record usage and verify leave balances on a monthly basis.// **
 ==== Payroll ====
-Faculty and staff are paid on the last business day of each month, except for the month of June. Per state legislation, June payday is the first business day of July.
+Faculty and staff are paid on the last business day of each month. See the following Employee Services web pages to quickly access payroll-related information specific to each employment group:
-See the following Employee Services web pages to quickly access payroll-related information specific to each employment group:
+  * [[https://www.cu.edu/employee-services/payroll/faculty-payroll|Faculty]]
+  * [[https://www.cu.edu/employee-services/payroll/university-staff-payroll|University Staff]]
+  * [[https://www.cu.edu/employee-services/classified-staff-payroll-0|Classified Staff]]
-● [[https://www.cu.edu/employee-services/payroll/faculty-payroll|Faculty]]
+==== Faculty Appointments and Pay ====
-● [[https://www.cu.edu/employee-services/payroll/university-staff-payroll|University Staff]]
+Standard faculty appointments (tenure track and non-tenure track) are for one academic year, nine months. As of August 2022, appointment contract dates will align with the academic year. For example, for academic year 2022-2023, pay dates will be August 15, 2022 through May 12, 2023. It is important to note that faculty contracts include the stipulation that they will begin work one week prior to the first day of each semester.
-● [[https://www.cu.edu/employee-services/classified-staff-payroll-0|Classified Staff]]
+Faculty may elect to have their nine-month salary spread over nine months or over twelve months:
-==== Faculty Appointments and Pay ====
+  * 9 pay 9: Partial paycheck in August (start date is week before classes begin), equal paychecks between September and April, partial paycheck in May (end date is commencement).
+  * 9 pay 12: Partial paycheck in August (start date is week before classes begin), equal paychecks between September and July, partial paycheck in August (end date is the Friday before the AY 2023-24 contract starts)
-Standard faculty appointments (tenure track and non-tenure track) are for one academic year, nine months, beginning September 1 and ending May 31. It is important to note that payroll is spread over these nine months, but faculty contracts include the stipulation that they will begin work one week prior to the first day of each semester.
+Faculty contract payment schedule election runs annually in May, June, and part of July for each coming academic year. (This is a separate process from benefits enrollment in the UCD Access portal.) Once the choice has been communicated and payroll entered for the year, it cannot be changed until the next academic year. Please contact [[SEHDHR@ucdenver.edu|SEHDHR@ucdenver.edu]] if the form is not available in your employee portal, or if you have any questions.
-Faculty may elect to have their nine-month salary spread over twelve months, September 1 to August 31. SEHD HR will send out a Pay Election Form every spring if you want your pay spread changed for the following year. Once the choice has been communicated and payroll entered for the year, it cannot be changed until the next academic year.
 ==== Faculty Summer Pay ====
-Employees who are appointed for 12 months (deans, 12 month research faculty, professional exempt staff and classified staff) are paid during the summer as they are during the academic year. Faculty with separate summer appointments are paid on varying schedules according to their assignments. The basis of summer pay is the number of credit hours of the course at the Dean’s discretion. Currently, a faculty member will receive $6,000 per three credit hour course (up to two courses) that meets minimum enrollment. Please note that under-enrolled courses may be canceled and pay is prorated for under-enrolled courses that have not been canceled. Faculty may earn up to 3/9ths (33.33%) of their previous academic year salary in the summer, through teaching, administrative, and grant pay. Pay is usually distributed equally across June, July and August, no matter when the class starts and ends. Per the campus faculty compensation policy, faculty are allowed to receive up to 1/9th (11.11%) of their AY salary each month in the summer.
+Please refer to: [[https://wiki.cu.studio/handbooks/faculty_handbook?#summer_payroll|https://wiki.cu.studio/handbooks/faculty_handbook?#summer_payroll]]
-**SUMMER PAY & PRO-RATE CALCULATIONS FOR TENURED/TENURE-TRACK FACULTY**
-For undergraduate & graduate level courses:
-* $6,000 (Full pay)\\
-* $4,000 (8-11 students enrolled)\\
-* $3,000 OR CANCEL (7 or fewer students enrolled)
-For doctoral level courses:
-* $6,000 (Full pay)\\
-* $4,000 (6-9 students enrolled)\\
-* $3,000 OR CANCEL (MINIMUM of 5 students enrolled)
 ==== Faculty Additional Remuneration ====
-Faculty members must submit a completed Additional Pay Pre-Approval form to the SEHD Payroll Liaison (Hiromi Agena) **at least two weeks prior** to starting the work (we request as much lead time as possible). Please contact Hiromi for the current form, which requires signatures from the Program Leader, the Assistant Dean, and the Dean. Please keep in mind that additional pay during the academic year is limited to 10% of your academic year salary. For more detail on this University policy, please see the [[https://www.cu.edu/content/faculty-handbook|University of Colorado Faculty Handbook]]. You may also obtain the campus rules regarding additional remuneration in the [[http://www.ucdenver.edu/about/departments/HR/HRPoliciesGuidelines/Documents/Faculty%20Compensation%20-%20Downtown%20Campus%20updated%202-18-10.pdf|faculty compensation policy]].
+Please refer to: [[https://wiki.cu.studio/handbooks/faculty_handbook|https://wiki.cu.studio/handbooks/faculty_handbook]]
-==== Faculty Additional Remuneration for Consultative Services ====
+==== Faculty Additional Remuneration for Consultative Services (One-Sixth Rule) ====
-From [[https://www.cu.edu/regents/Policies/Policy5E.htm|Regents Policy 5E]]: With prior written approval by the dean or appropriate campus authority, faculty members shall be permitted to receive additional remuneration from sources outside the university so long as the activities generating the income do not exceed one-sixth of their time and effort ([[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/UCD%20one-sixth%20Rule%20FAQs.pdf|one-sixth rule FAQs]]). Outside work during leaves of absence shall be of concern only to the individual and the entity by which he/she is employed.
+Please refer to: [[https://wiki.cu.studio/handbooks/faculty_handbook|https://wiki.cu.studio/handbooks/faculty_handbook]]
-SEHD HR will send out a [[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/Prior%20Approval%20of%20Outside%20Consultation,%20Research,%20Clinical%20and%20Other%20Work%20form.docx|Declaration of Outside Consulting Form]] every fall for pre-approval of your outside consulting pay. If other consulting opportunities arise during the academic year, please submit a new form prior to starting the work.
-==== Performance Management Planning and Annual Evaluation (Staff) ====
+====== Technology & Learning ======
-See [[http://www.ucdenver.edu/about/departments/HR/FormsTemplatesProcesses/Pages/PerformanceManagement.aspx%20|Campus HR website]] for forms and information related to performance, such as evaluations, plans, disputes, etc., for Classified Staff, Exempt Professionals and Faculty.
+The SEHD Technology & Learning Team is responsible for Employee Computing, Data Security, Web Services, Classroom/Workroom Technology, and peripheral infrastructure relative to SEHD operations. The Tech Team also offers instructional design and online course supports relative to Canvas, Panopto, Hypothes.is, Zoom, and any other digital teaching and learning tools - as well as digital-accessibility consultations to ensure all materials are ADA compliant. The Tech Team is wholly responsible for technology selection, purchasing, support, and disposal within the SEHD. \\  \\
+The Tech Team serves as a liaison with the University Office of Information Technology (OIT), CU Denver Facilities, CU Procurement Service Center, and external vendors or partners connecting with SEHD systems. We are here to consult, guide, and advise.
-New employees must email their initial university staff professional plan or classified staff Performance Management Plan (PMP) to Jessica Coon (jessica.coon@ucdenver.edu) within the first 31 days of employment or job change (professional plans for university staff employees are submitted electronically [[https://forms.ucdenver.edu/secure/sehd_professional_plan|via Formstack]]). Supervisors should be copied on the email so we know it has been approved. Keep in mind, professional plans are not developed entirely by the employee – in fact, they could be developed entirely by the supervisor – but most use a collaborative process between the employee and supervisor, addressing current initiatives and clear expectations.
+**Dan Aldrich** \\
+IT Specialist \\
+Employee Computing & Classroom AV/IT \\ [[dan.aldrich@ucdenver.edu|dan.aldrich@ucdenver.edu]]
-**//Faculty and University Staff performance cycle runs January 1 – December 31, with annual performance evaluations due February 28<sup>th</sup> . Annual professional plans are due February 28<sup>th</sup> .// **
+**Rosanna Miiller-Salas** \\
+Instructional Designer \\
+Course Development / Digital Accessibility \\ [[rosanna.miillersalas@ucdenver.edu|rosanna.miillersalas@ucdenver.edu]]
-**//Classified Staff performance cycle runs April 1 – March 31, with annual performance evaluations due April 30<sup>th</sup> . PMPs are due May 31<sup>st</sup> .// **
+**Matt Mitchell** \\
+Program Director \\
+Web & Data Services \\ [[matt.mitchell@ucdenver.edu|matt.mitchell@ucdenver.edu]] \\  \\ **Paul Zastrocky** \\
+Jr. Web Developer / Support Specialist \\
+Content Management Administration \\ [[paul.zastrocky@ucdenver.edu|paul.2.zastrocky@ucdenver.edu]]
-Please try to incorporate SMART goals in your Professional Plan/PMP as much as possible.
+**Brad Hinson** \\
+Director of Technology & Learning \\
+Technology Services, Procurement, and Teaching \\ [[brad.hinson@ucdenver.edu|brad.hinson@ucdenver.edu]]
-**SMART** goals are:
+===== Consulting =====
-**S**pecific //(Who is involved, what should be accomplished, where will this occur?)//
+==== Help, Questions, Purchasing ====
-**M**easurable //(Establish criteria for measuring outcomes and how to determine if objective is achieved//'. //'E.g. how much, how many, how do you know when it is accomplished?)//
+Send all technology requests to **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**  or come visit in LSC724. We connect the dots between ways and means; people, places, and things relative to the SEHD. Uncertain? - email **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**and we'll do it or find who does.
-**A**mbitious/**A**ttainable //(Motivating but realistically attainable)//
+==== Data Security ====
-**R**esults-Oriented**/R**elevant**/R**ealistic//(Aligns with the bigger picture. What is the expected result?)//
+Guidance with information security protocols, best-practices, and adherence across all technology purchases and implementations. The SEHD Technology Team will assist with security assessment, university approvals, and FERPA/HIPPA compliance.
-**T**imely //(Includes a specific time-frame for achieving objectives)//
+==== Employee Computing ====
-Please contact the SEHD HR and Budget Director (Patricia Ball) for guidance regarding performance issues and progressive discipline.
+Full time employees are provided a baseline laptop and software setup at the point of hire with options for Mac or Windows; with an SEHD investment at the going-market-rate. The university maintains formal agreements with hardware/software vendors as well as specific hardware/software configurations that guide technology purchasing and selection. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department.
-==== Professional Learning and Development ====
+Employee computers are on a replacement cycle of approximately 4 years, as resources allow. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Additional devices purchased with professional development funds, program funds, grant monies, or other sources outside of the SEHD Technology Team are not on the replacement cycle. \\
+- The term computers includes devices running an operating system purchased with university funds. Laptops, desktops, tablets, etc.
-The university provides a number of professional development opportunities for staff. Please see [[http://www.ucdenver.edu/about/departments/HR/training/Pages/index.aspx|http://www.ucdenver.edu/about/departments/HR/training/Pages/index.aspx]]. There are also many courses offered through SkillSoft in your UCDAccess Portal.
+  - Computers purchased, provided, and supported for regular full-time employees only, i.e. employees over a 50% load. Not students. Not student employees. Not adjunct faculty. Not etc.
+  - Computers purchased through the university are property of the university. Not the individual.
+  - Computers are tracked and maintained through OIT device management systems.
+  - Individual users are not allowed to install their own software. Administrative access is reserved for approved IT personnel or personnel exceptions. Contact the SEHD Tech Team to coordinate installations.
+  - Computers are to be returned to the SEHD Tech Team upon request of the SEHD Tech Team and or the CU Office of Information Technology. In an efficient and timely manner.
+  - Computers cannot be purchased or donated by employees. They must be returned, where data will be wiped before retirement via the university’s electronic waste program.
+  - Computers should be returned to the SEHD Tech Team at end of life. Employees are responsible for the safe care and timely return of any computer equipment assigned, purchased, or borrowed.
-==== Searches, Promotions, Position Changes ====
+==== Employee Printing ====
-To submit a request form to initiate a search, new hire, promotion, position changes, etc., please go to [[https://forms.ucdenver.edu/secure/sehd_hr_search|https://forms.ucdenver.edu/secure/sehd_hr_search]]. Contact the SEHD HR and Budget Director (Patricia Ball) for assistance (e.g. with job descriptions and pay rates) or with any questions or comments.
+Network copiers/printers are provided in common areas throughout the SEHD. A program-code is required to make copies - charges will be billed to your program. Repair and supplies are provided for network copier/printers; this is a shared resource, please consume responsibly. If you do not know your program code, please contact Daisy.Salazar@ucdenver.edu
-==== Student Employment ====
+==== Facilities - Classroom Technologies ====
-For information on student employment - hiring process, definitions of employee types, job descriptions, pay rates, and user-friendly template forms - please view the [[https://sehd.ucdenver.edu/impact/files/SEHD-Student-Hiring-Guide-090816.pdf|Student Hiring Guide]] on Impact. A complete Hire Request form must be submitted PRIOR to any offer of employment or initiation of work. Contact the SEHD HR and Payroll Coordinator (Jessica Coon) for assistance.
+All classrooms and conference rooms have standard presentation components, including a data projector or monitor, computer, and laptop input (minimum). Additional equipment is available in some rooms or available for check-out. Use your University username/pass to login to all CU computers.
-Effective July 1, 2015, the Student Employee Work Hours Administrative Policy limits the amount of hours students may work each semester across the CU system (Anschutz, Boulder, Denver, and Colorado Springs) to:
+  * Classrooms (LSC 600, LSC 648, LSC 700, LSC 745, LSC 1150, LSC 1100)
+  * Conference Rooms (LSC 620, LSC 1148)
+  * Learning Commons Lab (7th Floor)
+  * Counseling Clinic TeleHealth Systems (Tivoli)
-**Fall (August 15 - January 1) – 25 hours/max (or 50 hours per biweekly pay period)**
+==== Student Computing & Printing ====
-**Spring (January 1 – May 15) – 25 hours/max (or 50 hours per biweekly pay period)**
+Hardware, software and printing are available to all students in the 7th Floor Learning Commons.
-**Summer (May 15 – August 15) – 40 hours/max**
+==== Technology Purchasing & Selection ====
-Student employees who exceed the work hour limits (across all jobs, across all campuses) may become eligible for employee health benefits under the Affordable Care Act.
+All technology derived via employment at the university, is property of the university. This includes items purchased with professional development (PD) funds, grant funds or contracts with external funding sources. All technology purchases must be pre-approved and routed through the SEHD Technology Team - who will assist with procuring campus approvals before purchase.
-* Please note, that the 25-hour limit does not apply to Graduate Research Assistants working directly on a funded research project that is directly connected with and part of their progress towards earning a master’s or PhD<nowiki>**</nowiki>*
+==== Procurement Process ====
-**Supervisor Responsibility:**
+  * Contact the SEHD Tech Team at [[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]] with details or questions. We can assist with quotes, resources, and guidance.
+  * Submit the [[https://ucdenverdata.formstack.com/forms/sehd_purchase_request|Purchase Request]] form.
+  * If not yet reviewed, SEHD Tech Team will submit to the OIT Risk & Compliance (RAC) team for review and approval. (Data Security Check)
+  * If not yet reviewed, SEHD Tech Team will submit to the CU System Procurement Services Center (PSC) for review and approval. (Licensing & Terms)
+  * Once approved, SEHD Tech Team will assist with purchase, delivery, and setup.
-Supervisors are responsible for communicating this policy to their student employees. Students are also responsible for communicating with their supervisor if they are no longer students or are scheduled to work more than the maximum total work hours allowed for all jobs.
+**All technology purchases must be approved and made via the SEHD Technology Team. **
-**Consequences:**
+All technology purchases are considered university property and will be inventoried, tagged, updated, tracked and returned to the university upon request.
-In the event a student employee becomes eligible for benefits under the Affordable Care Act, employer benefits contributions will be proportionately charged to the department(s) where the student was employed when the limits were exceeded, regardless of where the student is currently employed.
+No more than 3 computing devices (desktops/laptops/tablets) may be attributed to one individual in the tech inventory.
-Departments may also be subject to additional administrative charges as a violation of this policy subjects the University to additional exposure under the Affordable Care Act.
+Use of any university technology is mandated to follow appropriate-use as defined by law and [[https://goo.gl/7lSbdf|university policy.]]
-==== Termination of Employment ====
+==== Web Services & Content Management ====
-When employees terminate employment, an official written notification (which specifies the employee’s last day of employment) to the supervisor and the HR and Budget Director is required. The employee will also need to schedule an exit meeting with the HR and Payroll Coordinator for final business such as turning in keys, procurement/travel cards and identification. SEHD server/email access will be terminated at the end of the last date of employment.
+Consult with us to build/find/integrate all of your web needs. We can guide, assist, and partner with your digital content production and publication. The SEHD Tech team manages a variety of digital content systems on behalf of the SEHD.
-==== UCD Access Portal ====
+  * [[https://education.ucdenver.edu/|SEHD Web Site]]
+  * [[https://sehd.ucdenver.edu/impact/|SEHD IMPACT]]
+  * [[https://wiki.cu.studio/|SEHD Wiki ]]
+  * SEHD Cloudron - Supplemental web sites on [[https://adjunctification.cu.studio/|WordPress]] or [[https://clejhe.cu.studio/|Ghost]]
+  * Digital Signage (6th floor, 7th floor, 11th floor)
-**Leave Requests and Monthly Time Record (Staff and 12-month faculty)**
+===== Technology Tools & Resources =====
-[[http://sehd.ucdenver.edu/impact/files/MyLeave-Exempt-Instructions.pdf|Instructions (OT Exempt)]]
+==== Canvas ====
-[[http://sehd.ucdenver.edu/impact/files/MyLeave-Non-Exempt-Instructions.pdf|Instructions (OT Eligible; Hourly)]]\\
+CU’s online and blended learning platform; strictly for CU Denver courses, faculty and students. Courses and accounts are automatically created in Canvas for all courses, faculty, and students formally listed in the University class schedule (CU-SIS). [[http://ucdenver.instructure.com/|http://ucdenver.instructure.com]]
-\\
-\\
-\\
-How to access the leave reporting system:
-* Log-in to the [[https://portal.prod.cu.edu/UCDAccessFedAuthLogin.html|UCD Access Employee Portal]] using campus username and password\\
+==== Equipment Checkout ====
-* Go to the CU Resources tab at the top of the page, if not your default home page\\
-* Click on “Request Leave/Record Time” on the My Leave tile
-Contact Jessica Coon for assistance with the leave reporting system. Please submit your monthly timesheet as soon as possible after the last day of the month, but no later than the 5<sup>th</sup>  business day of the following month.
+Laptops (Win, Mac, Chromebook), data projectors, tablets, web cams, and audio/video equipment are available for employee check-out.
-**Online Trainings (Mandatory for ALL faculty and staff)**
+==== hypothes.is ====
-//The university requires all employees to take the following mandatory online trainings within three months of hire://
+Web and PDF annotation for class and team discussions. [[https://web.hypothes.is/|https://web.hypothes.is/]]
-CU: Discrimination and Harassment
+==== MS Office 365 ====
-CU: Information Security and Privacy Awareness
+Available for all staff, faculty and students at no charge on up to 5 devices; Email/Calendar, Word, Excel, PowerPoint. [[http://bit.ly/cu-msoffice|http://bit.ly/cu-msoffice]]
-**How to access the training courses:**
+==== Network Storage (on-campus) ====
-- Log-in to the [[https://portal.prod.cu.edu/UCDAccessFedAuthLogin.html|UCD Access Employee Portal]] using campus username and password\\
+Secure file storage with backups is available on-campus or with VPN; only available to CU employees - via the Q:\ or T:\ drives. Storage space is a shared and limited resource, please use with professional discretion. See ShareFile for cloud based file storage.
-- Go to the CU Resources tab at the top of the page, if not your default home page\\
-- Click on the NavBar in the top right corner of the screen, a pop-out menu will appear\\
-- Click on CU Resources>Training>Start SkillSoft\\
-- In the "Search for" field, enter the desired course title to launch or add to your training plan\\
-- You may be required to take additional training, depending on your role (e.g. supervising classified staff, grants & contracts, fiscal code of ethics, etc.)
-Updating Emergency Contacts, Mailing or Physical Address
+Q drive SEHD shared file storage
-Log in to your [[https://portal.prod.cu.edu/UCDAccessFedAuthLogin.html|UCD Access portal]] with your computer account username and password. Under the CU Resources tab (if not your default home page), click on My Info on the employee information tile. From here you will be able to update your mailing/home address, phone numbers, emergency contacts and email addresses.
+T drive Grants & projects shared file storage
-Viewing Your Pay Advice
+==== Network Storage (OneDrive) ====
-Log in to your [[https://portal.prod.cu.edu/UCDAccessFedAuthLogin.html|UCD Access portal]] with your computer account username and password. Under the CU Resources tab (if not your default home page), click on My Compensation on the Last Confirmed Check tile, then Pay Advice. You can also update your W-4 and Direct Deposit info here as well.
+Individual employees and students are provisioned 1TB of file storage via their Microsoft 365 Account, i.e. OneDrive. This may be accessed online or via the OneDrive app installed on a work computer.
-====== Information & Academic Technology ======<code>
+==== Remote Access (VPN) ====
-\\  ====== Diversity and Inclusion ======
+A Virtual Private Network (VPN) is a network connection allows you to securely access resources such as email, network storage, etc., from off-campus. [[http://bit.ly/cu-vpn|http://bit.ly/cu-vpn]]
-</code>
+==== Voicemail ====
-The overall mission of the SEHD Office of Diversity and Inclusion (ODI) is to promote and support an equitable learning climate which attracts diverse students in order to enhance educational excellence. In general, initiatives designed to support student outreach and student success serve as our general mission. These may involve not only working with our student, but also cultivating a healthy workplace for staff and faculty community. The following offers examples of the many ways this is accomplished with students:
+Unified messaging will send voicemail messages to your email account. On campus, call 5-6245. Off campus, call 303-315-6245. When you hear the greeting, hit the * key. Enter your CU ID and password. [[http://bit.ly/cu-voicemail|http://bit.ly/cu-voicemail]]
-Persistence & Success
+==== Zoom ====
-* Student Peer & Professional \Mentorship
+Desktop video conferencing for all CU employees and students. All users have Zoom Pro accounts that allow unlimited video conferencing and screen sharing. [[http://ucdenver.zoom.us/|http://ucdenver.zoom.us]]
-* Leadership in Human \Development
-* Educator & Mental Health Career \Exploration
-* Special \Programs
-* Alumni \Network
-* Undergraduate Career Connections
-These initiatives are in collaboration with the SEHD student and professional communities, as well as external community partnerships. The SEHD Diversity Committee has guided ODI in identifying four primary goals designed to promote access and affordability, cultivate a climate for learning and working, support academic achievement, promote student persistence, and enhance professional success.
+===== Contacts =====
-//Objective 1: Facilitate & Support Inclusion//
+  * Brad Hinson [[BRAD.HINSON@UCDENVER.EDU|BRAD.HINSON@UCDENVER.EDU]] | Director of Technology & Learning
+  * Matt Mitchell [[MATT.MITCHELL@UCDENVER.EDU|MATT.MITCHELL@UCDENVER.EDU]] | Assistant Director & Infrastructure Ops
+  * Dan Aldrich [[DAN.ALDRICH@UCDENVER.EDU|DAN.ALDRICH@UCDENVER.EDU]] | Information Technology Specialist
+  * Paul Zastrocky PAUL.ZASTROCKY@UCDENVER.EDU | Instructional Designer & Systems Administrator
+  * Rosanna Miiller-Salas [[ROSANNA.MILLERSALAS@UCDENVER.EDU|ROSANNA.MILLERSALAS@UCDENVER.EDU]] | Instructional Designer & Accessibility Specialist
-//Objective 2: Improve Access & Support//
+====== Diversity and Inclusion ======
-//Objective 3: Increase Retention of Faculty & Staff//
+The majority of faculty members in the School of Education & Human Development (SEHD) have K-12 teaching or counseling experience, often in settings with members from diverse racial, language, gender, and socioeconomic backgrounds. Those experiences have drawn them to this urban university and have shaped our organizational and moral commitment to respecting diversity and pursuing equity. SEHD faculty believes that lives are forever changed with access to excellent education and quality mental health services. As a public university, we are committed to increasing educational opportunities among underserved populations.
-//Objective 4: Acquire New Financial & HR Program Support//
+The Denver metro area population, indeed the population in the state and nation, is rapidly becoming more racially, culturally and ethnically diverse. It is our responsibility and commitment to prepare educators and counselors who represent diverse groups. It is also our responsibility to prepare all educators and counselors to provide culturally responsive educational and mental health services for the increasing diversity of our society.
-**Please contact Aswad Allen PhD, Assistant Dean of Diversity and Inclusion**
+Finally, diversity of action, research and viewpoints (ways of knowing and expressing knowledge) is fundamental in universities. This type of diversity keeps our democracy alive. Diversity gives rise to new knowledge and new ways of thinking, a key function of a university. Thus, we believe that diversity is fundamental to the university and to our School.
-<Aswad.Allen@ucdenver.edu> 303- 315-0135
+In partnership with SEHD faculty and the SEHD Diversity Committee, we strive to promote a climate of equity and enhance diversity and inclusiveness initiatives internally. SEHD also seeks assistance and support from the university’s Office of Diversity and Inclusion, (for more information see the [[http://www.ucdenver.edu/about/departments/odi/Pages/default.aspx|Office of Diversity and Inclusion]]).
 ====== The Office of Recruitment & Outreach ======
@@ Line 561: / Line 586: @@
 Examples of events include:
-* High School Outreach Programs (i.e. Future Teacher Expo, PTeach Visits), Program Information Sessions and/or Webinars, Recruitment Fairs and Conferences
+  * High School Outreach Programs (i.e. Future Teacher Expo, H.S. Pathways Visits)
+  * Program Information Sessions and Webinars
+  * Recruitment Fairs & Conferences
 Please contact [[marlinda.hines@ucdenver.edu|Marlinda Hines]] to partner on any of these events or if you have ideas for other recruitment or outreach activities.
+===== Marketing and Communications =====
-====== Marketing ======
+SEHD’s marketing office is responsible for collaborating with SEHD faculty, staff, students and alumni as well as University Communications, CU Online and the CU Foundation to advance SEHD’s image and standing among wide-ranging target audiences. Julia Cummings is the marketing director. Please reach out to her if you have a marketing need or question at [[julia.cummings@ucdenver.edu|Julia.Cummings@ucdenver.edu]] / 303-315-6339. The marketing office creates and help supports:
-Julia Cummings is the Marketing Director for SEHD. She is responsible for collaborating with SEHD faculty, staff, students and alumni as well as University Communications and the CU Foundation to advance SEHD’s image and standing among wide-ranging target audiences. Her work includes marketing plans and strategy, advertising, photography, publications, videos, mass email communications, promotional items, brochures, fliers, managing our faculty’s interaction with the news media, proofing all SEHD items that include SEHD/CU Denver branding. Please don’t hesitate to [[mailto:Julia.Cummings@ucdenver.edu|contact Julia]]Cummings if you’d like to know more about what she can do for you.
+  * Marketing plans and strategy
+  * Advertising
+  * Branding
+  * Electronic communications
+  * Event websites and RSVPs
+  * Graphic design
+  * Photography
+  * Press releases and PR (media inquiries and pitches)
+  * Print materials (information sheets, flyers, SEHD publications)
+  * Purchasing of promotional items
+  * Social media
+  * Sponsorships
+  * Story ideas and writing of stories for Edge magazine, CU Denver News, CU Connections
+  * Videos
+  * Website content (Please email [[SEHDHelp@ucdenver.edu|SEHDHelp@ucdenver.edu]] with your web needs/suggestions. SEHD’s tech team will involve marketing as needed for the drafting of web copy, approvals, coordination with academic services, copyedits, etc.)
-====== Partnerships ======
+====== Office of Partnerships ======
-The SEHD Office of Partnerships is directly responsible for facilitating and coordinating partnerships with districts, schools and the broader community to support all clinical experiences for undergraduate and graduate teacher candidates across multiple teacher education pathways. The SEHD has one of the longest standing partnership preparation models of teacher education dating back to 1993 through an established network of **Professional Development Schools (PDSs)** where current teacher candidates experience early clinical block field experiences and year-long, intensive, clinically-rich residency internships supported by teams of university and P-12 faculty. Each PDS hosts a cohort of 6-12 teacher candidates each year; a university-based site professor and school-based site coordinator work closely together each week to support the candidates as well as support professional development of the practicing clinical teachers who mentor teacher candidates as well as align partnership resources with school improvement priorities. Our network of schools spans four metro area districts and is jointly negotiated by the Partnership Director and district leaders based on common needs and a shared cost model. In addition, the Office of Partnerships manages and facilitates unique '''Undergraduate Residencies '''with Denver Public Schools (DPS) called NxtGEN and a unique rural residency called T-PREP with Otero Junior College and local school districts in southeastern Colorado.
+Partnerships are the heartbeat of the School of Education & Human Development (SEHD). They bring life and purpose to the preparation of our students, the research of our faculty and graduate students, and enable us to engage with schools, districts, community and human service organizations in ways that simultaneously renew and transform our work and the lives of children, families and adults alike. Our partnerships are grounded in deep relationships with each school, district and organization, seeking to understand their context and co-construct possibilities for how our work together can positively impact everyone involved. The Office of Partnerships primarily supports the complex infrastructures of clinical experience for pre-service teacher education students across multiple pathways as well as the undergraduate clinical experiences of the Human Development and Family Relations program.
-The Office of Partnerships also facilitates a **Community-based Partnership Network** with over 20 non-profit and community-based organizations. These partnerships support both the community-based clinical block for teacher candidates as well as the capstone internships for the undergraduate Human Development & Family Relations program.
+SEHD Office of Partnerships Role & Responsibilities
-The Office of Partnerships facilitates several structures to support meaningful collaboration among university faculty and P-12 partners to facilitate simultaneous renewal of teacher education and P-12 schooling as well as provide opportunities for faculty to build relationships for professional development, research, and innovation with our P-12 partners. These include robust Teacher Education Collaborative Councils with our PDS networks, undergraduate residencies and community-based partners. Additionally, innovative professional development for clinical teachers is also provided.
+  * Pursue and foster strong collaborative relationships with schools, districts, and the broader community to support excellent clinical preparation for pre-service teachers across multiple pathways.
+  * Facilitate the ongoing development and refinement of Teacher Education Clinical Experience Curriculum, Tools and Assessments in collaboration with the Teacher Education Leadership Team (TELT).
+  * Lead the CU Denver Professional Development School (PDS) network across metro and rural areas where schools in the network serve as partnership sites for teacher preparation. Office of Partnership staff work closely with district and school leaders, and university liaisons to ensure exceptional support for teacher preparation, from early field experience through year-long residency internships.
+  * Develop and facilitate collaborative infrastructures with school & district partners, such as the Teacher Education Collaborative Council, to support co-construction of clinical experiences, opportunities for mutual learning and renewal between schools and teacher prep, and strong coordination between preparation coursework and clinical experiences.
+  * Develop and maintain infrastructures for supporting mentor teachers to increase their capacity for high quality mentoring of preservice teacher candidates, including the facilitation of the Graduate Clinical Teacher Certificate that leads to the CDE Mentor Added Endorsement.
+  * Develop and facilitate a vibrant community-based partnership network to support community-based clinical experience opportunities in teacher education and other SEHD programs.
+  * Develop and implement systems for all preservice teacher clinical practice coordination including background checks, clinical experience matching and placement, data tracking, professional year residency admission, etc.
+  * Implement tools and processes for working with challenging issues in the field (e.g. supporting struggling candidates, leadership changes, subbing guidelines/policies, etc.)
+  * Collaborate with faculty liaisons from ECE/ECSE and HDFR programs to support clinical practice coordination in their programs.
+  * Collaborate with other SEHD leaders engaged in partnership work to bring synergy and innovation to the broader partnership efforts within SEHD
-Lastly, the Office of Partnerships provides extensive logistical and management support for all teacher education administrative processes including managing master calendars, facilitating communication with teacher education faculty and school/community partners, facilitating admissions processes with faculty and school partners, scheduling courses, and coordinating events for our undergraduate learning communities. Both the director and the coordinator serve on the Teacher Education Leadership Team.
+Office of Partnership Contacts
-Office of Partnership Staff include:
+  * Rachel Cornelius, M.S., Office of Partnerships & Teacher Education Manager | rachel.cornelius@ucdenver.edu
+  * Kani Murad, Teacher Education Pathways Support Coordinator | kani.murad@ucdenver.edu
+  * Cindy Gutierrez, Ph.D., Assistant Dean, Teacher Education & Partnerships | cindy.gutierrez@ucdenver.edu
-• Cindy Gutierrez, \Director
+====== SEHD Initiatives for Education, Research, and Evaluation ======
-• Rachel Cornelius, Coordinator & Teacher Education \Manager
+===== Assessment and Program Improvement =====
-• Antwan Jefferson, Faculty Liaison for Community-based Partnership Network
+The SEHD Office of Assessment and Program Improvement is responsible for activities related to supporting high-quality assessment practice among faculty, building a culture of continuous improvement across SEHD, managing and reporting program performance data, and accreditation and reauthorization of the SEHD programs. The Assessment Office promotes and nurtures a culture of formative evaluation and quality improvement within the SEHD and provides support for supports institutional, state, and national accreditation/authorization reviews. The office also develops and oversees the infrastructure to encourage faculty participation in research associated with School outcomes, namely the impact of our graduates on P-12 student learning, our graduates’ knowledge of content and content pedagogy, our graduates’ performance as educators, the persistence of our graduates in the education profession, and the leadership roles assumed by our graduates. Related to state and national accreditation activities, it is also responsibility of the Assessment Office to communicate and coordinate SEHD activities for the annual University Higher Learning Commission (HLC) report.
-====== SEHD Initiatives for Education, Research, and Evaluation ======
+The Assessment Office also coordinates assessment, data collection, program improvement and accreditation activities between the SEHD and other University offices; and between the SEHD and Colorado Department of Education (CDE) and Colorado Department of Higher Education (DHE). This includes managing SEHD accounts for the Qualtrics survey tool which is available to faculty, staff and students conducting approved research projects.
-===== Center for Transforming Learning and Teaching (CTLT) =====
+The Assessment Office fulfills all external data reporting requirements for federal, national, and state agencies. Internally, the office maintains the official assessment records for current and former students, academic program assessments and management of databases that track relevant assessment data across all programs.
-**//Julie Oxenford O'Brian, Director// **
+**Assessment and Program Improvement Contacts**
-CTLT was established within the School of Education & Human Development in 2003. Today, CTLT works with educators across the U.S. to catalyze and co-create the transformation of learning environments using assessment so that all are engaged in learning and empowered to contribute constructively in a global society. CTLT supports states, districts, schools and individual educators as they engage in efforts to improve practice and student learning outcomes, providing the following services: learning experiences for educators and educational leaders, consultation with leaders on the development of local and implementation of federal and state policy, practice-based research, convening practitioners, and developing/customizing resources to support practice improvement. CTLT provides services across a variety of topics, including the following: formative assessment, educator evaluation, quality classroom assessment, data-driven decision-making, improvement planning, interpreting and using “growth” data, standards implementation and competency-based education.
+| \\ **Julie Oxenford-O’Brian,** //Executive Director of Assessment and Program Improvement// | \\ **303-315-6352, **LSC 723|
+| \\ **Tony Romero, **//Senior Data Analyst and// //Assessment System Manager// | \\ **303-315-6346, **LSC 726|
 ===== Continuing and professional Education =====
@@ Line 608: / Line 662: @@
 The Evaluation Center offers a full range of evaluation services to clients internal and external to the SEHD, including designing and conducting evaluations, integrating qualitative and quantitative analyses, and disseminating findings in a useful and meaningful way. Staff work to develop comprehensive plans which meet the unique needs of clients with a focus on helping individuals and organizations learn about and improve their programs, as well as providing a rigorous and objective analysis of respective program progress and effectiveness. The Evaluation Center is unique among program evaluation groups because it operates as an autonomous not-for-profit entity embedded within the SEHD at the University of Colorado Denver.
-===== Para2a Center =====
+===== PARA Center =====
 **//Ritu Chopra, Executive Director & Assistant Research Professor// **
@@ Line 614: / Line 668: @@
 PAR²A promotes optimum learning for all students through research and training on the roles, responsibilities, career development, preparation, supervision and employment of paraprofessionals and is designed for paraprofessionals, school professionals and administrators in public education.
-===== Positive Early Learning Experiences (PELE) Center =====
+===== Center for Practice Engaged Education Research (C-PEER) =====
-**//Phil Strain, Director and Professor// **
+**//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor// **
-PELE Center develops, implements and evaluates comprehensive, early intervention systems to address developmental needs of young children at risk for school failure or with special needs, including severe behavioral disorders.
+The Center for Practice Engaged Education Research (C-PEER) is a network focused on re-imagining the relationship between researchers, educators, and community members to support schools and communities in improving their work on behalf of learners. We identify and investigate promising education practices to address challenging problems in education and to learn from promising research findings.
-===== Center for evidence-based education research (C-PEER) =====
+Our education research network matches educators and researchers with shared interests and complementary abilities to encourage collaboration on locally relevant research. We share results across the network in order to understand what works in education and to improve supports and outcomes for learners.
-===== Center for Evidence-Based Practices in early Learning (CEBPEL) =====
-**//Barbara Smith, Research Professor// **
-CEBPEL aims to develop, implement and evaluate comprehensive early intervention systems that address the developmental needs of young children with special needs, their families and the personnel who serve them. CEBPEL raises awareness and increases implementation of positive, evidence-based practices for the prevention and remediation of challenging behavior with a database to support those practices.
 ===== Faculty Research Support Center =====
@@ Line 634: / Line 682: @@
 ====== Administration of the SEHD ======
-===== Dean’s Team =====
+===== Leadership Team =====
-The Dean’s Team consists of the Dean and Associate Deans and the Assistant Deans (with other participants on an invited basis). This team meets weekly year-round. The purposes of the team are: to coordinate the programmatic activities of the School; to coordinate and facilitate strategic growth; to update the Dean on internal matters; to problem solve issues that arise across the School. Regular updates of the Dean’s Teamwork are posted on the SEHD Impact.
+The Leadership Team consists of the Dean, Associate Deans, Assistant Deans and the Executive Director of Continuing & Professional Education (with other participants on an invited basis). This team meets year-round. The purposes of the team are: to coordinate the programmatic activities of the School; to coordinate and facilitate strategic growth; to update the Dean on internal matters; to problem solve issues that arise across the School.
 ===== Administrative and Management Team =====
@@ Line 658: / Line 706: @@
 ===== Faculty and Staff Committees =====
 **//See SEHD Bylaws and Faculty Handbook// **
 ====== Operations ======
@@ Line 665: / Line 714: @@
 ==== University Calendar-Related Terms ====
-.**Academic year (AY)** comprises the fall and spring terms. Each term typically runs for 16 weeks.
+  - **Academic year (AY)**  comprises the fall and spring terms. Each term typically runs for 16 weeks.
+  - **Maymester,**  a three-week campus-wide summer session usually begins mid-May and ends three weeks later. This is considered as part of summer session and complies with summer rules.
+  - **Summer term**  is the 8-week term that begins after Maymester and ends in early August. There are a variety of patterns for SEHD course offerings during the summer.
+  - **Fiscal year (FY)**, used for budgeting purposes, the fiscal year begins July 1 and ends the following June 30. For example, FY 14 would start on July 1, 2013 and end on June 30, 2014.
+  - **Annual Performance Review Year**  for faculty follows the calendar year, January 1 – December 31. For staff, the annual performance review year is April 1 – March 31.
+===== SEHD Meeting Calendar =====
-.**Maymester,** a three-week campus-wide summer session usually begins mid-May and ends three weeks later. This is considered as part of summer session and complies with summer rules.
+Annually, the SEHD puts forth a schedule for SEHD-related meetings which occur throughout each month on designated Mondays and Wednesdays. This calendar is sent electronically to all faculty and staff at least one month prior to the beginning of an academic year and is also listed under the Calendar tab in the SEHD Impact. The calendar illustrates meeting times/ patterns/ locations for the following SEHD group meetings: Faculty, EdD Program, PhD Program, Teacher Education Leadership Team (TELT), Program Leaders, Administrative and Management Team, Leadership and Finance Team, SEHD Committee meetings and SEHD Program Meetings. The current meeting calendar is available on the SEHD Impact.
-.**Summer term** is the 8-week term that begins after Maymester and ends in early August. There are a variety of patterns for SEHD course offerings during the summer.
+====== Course Schedule Submission Deadlines ======
-.'''Fiscal year (FY), '''used for budgeting purposes, the fiscal year begins July 1 and ends the following June 30. For example, FY 14 would start on July 1, 2013 and end on June 30, 2014.
+Main campus course scheduling is managed by the Course Coordinator in Academic Services, and off-campus (extended studies) course scheduling is managed by CPE staff. Course scheduling is developed in conjunction with the program and the Associate Deans. The process begins 9-12 months before the term begins.
-.**Annual Performance Review Year** for faculty follows the calendar year, January 1 – December 31. For staff, the annual performance review year is April 1 – March 31.
+**__For main campus courses:__**  The Course Coordinator works with the registrar’s office 9-12 months before the semester begins, to initiate the term roll. The term roll copies over courses offered the previous semester. For example, course offered during the fall 2019 semester will roll into fall 2020 in CU SIS. An Excel spreadsheet with the tentative schedule will be emailed to program leaders to review. Program leaders will consult with faculty to determine courses being offered, meeting patterns, instructor assignment, course format, and other required information.
-===== SEHD Meeting Calendar =====
-Annually, the SEHD puts forth a schedule for SEHD-related meetings which occur throughout each month on designated Mondays and Wednesdays. This calendar is sent electronically to all faculty and staff at least one month prior to the beginning of an academic year and is also listed under the Calendar tab in the SEHD Impact. The calendar illustrates meeting times/ patterns/ locations for the following SEHD group meetings: Faculty, Doctoral Program, UCTE, Program Leaders, Administrative and Management Team, Leadership and Finance Team, SEHD Committee meetings and SEHD Program Meetings. The current meeting calendar is available on the SEHD Impact.
+The following is a general timeline for the main campus course scheduling process:
+__Approximate Timelines:__
+  * **9-12 months before classes start:**  Courses are rolled in CU SIS, program representatives review the schedule with faculty.
+  * **9 months before classes start:**  Finalized schedule due to Course Coordinator
+  * **3 months before classes start: **Classrooms are published in CU SIS, Course Coordinator will send out the finalized schedule to program representatives, academic advisors and Associate Deans to review for accuracy before student registration begins.
+  * **2 months before classes start: **Registration is open to students. All instructors must be identified and going through the hiring process with HR (if needed).
+  * **6 weeks before classes start:**  Low enrollment watch begins. Access to CU SIS production is cut off to Course Coordinator.
+  * 4** weeks before classes start: **Low enrollment watch #2 – program representative and Associate Deans determine if any low-enrolled courses will be allowed to run.
+  * **2 weeks before classes start:**  Cancellation decisions are made for low enrolled sections, by program representative in consultation with Associate Deans.
+  * **1 week after classes start: **Waitlists are purged; online registration closed; student registration by schedule adjustment form only
+__Approximate Schedule Due Dates:__
+  * Spring – due in May at the end of the spring semester
+  * Summer – due in September at the start of the fall semester
+  * Fall – due in November before fall break
+===== Enrollment and Scheduling Policies =====
+**Face-to-Face and Hybrid Classes: **
+  - Set caps at 35, start a waitlist
+  - At 40, consider split into two sections of 20—sections must be same time and format
+  - 32 enrolled triggers TA
+  - No blanket minimum enrollment but courses with enrollments of 8-14 require approval to run
+  - Lecturer Pay: Minimum of 15 students = $5,000; <15 = Pro-rate = # of students/15 x $5,000; Minimum pay is $2,850
+**Online Classes: **
+  - Set caps at 30, start a waitlist
+  - At 35, consider split into two sections.  New section must be on-line.
+  - 25 enrolled becomes eligible for TA
+  - No blanket minimum enrollment but courses with enrollments of 8-14 require approval to run
+  - Lecturer Pay: Minimum of 15 students = $5,000; <15 = Pro-rate = # of students/15 x $5,000; Minimum pay is $2,850
+**Doctoral-Level Classes:**
+  - Set caps at 30, start a waitlist
+  - At 35, consider split into two sections—sections must be same time and format
+  - 25 enrolled becomes eligible for TA
+  - No blanket minimum enrollment but courses with enrollments of 8-14 require approval to run
+  - Lecturer Pay: Minimum of 15 students = $5,000; <15 = Pro-rate = # of students/15 x $5,000; Minimum pay is $2,850
+**Type O (Practicum & Internship Courses):**
+  - Under 30 SCH, course will be pro-rated based off 30 SCH.
+__For CPE (D2) Courses:__  CPE staff members initiate the course scheduling process in consultation with program faculty each term. Each program is unique, but in general, CPE certificate programs are planned out a year at a time, with the specific course schedules (dates, meeting patterns, course locations) to be determined after instructors have been identified, at least two months before the course is scheduled to begin. CPE course schedules frequently do not align with campus term schedules.
+==== Room Requests ====
+Room requests for courses must be given to the Course Coordinator at the time the schedule is submitted **6 months prior**  to the start of the semester.  The Course Coordinator will do their best to accommodate requests. All non-course room requests (for meetings, workgroups, etc.) should be requested through the EMS Web App [[https://schedule.ucdenver.edu/emswebapp/Default.aspx|https://schedule.ucdenver.edu/emswebapp/Default.aspx]].
+==== Changes to Schedule After Registration Has Begun ====
+Once students have registered for classes, changes to the schedule can negatively impact a student’s schedule and cause frustration. Any change to the schedule once students are enrolled requires the course to be cancelled, and rebuilt with the new time, day, dates or format. Students are automatically dropped when a course is cancelled and students will need re-register in the new section. Therefore, changes to the schedule can only be made if approved by the Associate Dean overseeing the program area.
+==== Wait Lists ====
+Many courses fill up quickly, students are encouraged to sign up for waitlists during registration when they find a course is full. Faculty are encouraged to allow waitlisted students to attend class until waitlists are dropped at midnight on the Monday of the second week of classes. This practice allows students who get enrolled from the waitlist to be in sync with the class. Consult the Academic Calendar for published deadlines each term. Note: CPE does not set up wait lists for most CPE courses, instead maintaining contact with CPE student groups and making adjustments to course caps as appropriate.
 ===== Types of Courses =====
@@ Line 682: / Line 789: @@
 ==== Definitions Pertaining to Courses ====
-- '''Type A: '''Most courses offered by the School of Education & Human Development fall into CDHE's "Type A, Lecture" category. "Type A, Lecture" courses must provide 750 minutes of instructional time per credit hour, per semester. Thus, a 3-credit-hour course is 2250 minutes of instructional time during the semester it is taught. Typically, this equates to 15 weeks of instruction with one time per week meeting patterns of three hours in length.
+**Type A: **Most courses offered by the School of Education & Human Development fall into CDHE's "Type A, Lecture" category. "Type A, Lecture" courses must provide 750 minutes of instructional time per credit hour, per semester. Thus, a 3-credit-hour course is 2250 minutes of instructional time during the semester it is taught. Typically, this equates to 15 weeks of instruction with one time per week meeting patterns of three hours in length.
-- **Type B:** Other courses such as practica, internships, independent studies, and doctoral dissertations, fall into the "Type B" category. Each of these requires a minimum amount of student effort/time. For internal purposes these are designated as type “O”.
+**Type B:**  Other courses such as practica, internships, independent studies, and doctoral dissertations, fall into the "Type B" category. Each of these requires a minimum amount of student effort/time. For internal purposes these are designated as type “O”.
 ===== Course Location and Delivery =====
-- Auraria campus at least part of the time, or they are fully online courses. Courses can also be located off-campus.
+  - D1 courses are located on Auraria campus at least part of the time, or they are fully online courses. D2 courses can also be located off-campus.
-- **Continuing and professional education** (CPE) courses are offered off-campus or online.
+  - **Continuing and professional education**  (CPE) courses are offered off-campus or online.
-- '''Online courses '''can be main campus or CPE. When applicable, program fees are charged in addition to tuition. In addition, there is an online course fee of $100.
+  - **Online courses **can be main campus or CPE. When applicable, program fees are charged in addition to tuition. In addition, there is an online course fee of $100.
-- **Hybrid courses** are courses which have at least one class online and face-to-face sessions and can be main campus or CPE. Where applicable, program fees are charged in addition to tuition. In addition, there is a hybrid course fee of $50.
+  - **Hybrid courses**  are courses which have at least one class online and face-to-face sessions and can be main campus or CPE. Where applicable, program fees are charged in addition to tuition. In addition, there is a hybrid course fee of $50.
+**NOTE: **Students have the right to experience the format for which they registered. Faculty cannot change formats after the course is advertised and scheduled.
-'''NOTE: '''Students have the right to experience the format for which they registered. Faculty cannot change formats after the course is advertised and scheduled.
 ===== Teaching Assistants/Secondary Instructors =====
-- Faculty teaching on-campus will qualify for a teaching assistant (TA) if they have a class enrollment of over 32. Faculty will qualify for a TA for an online class (not hybrid) or doctoral class if it reaches 25 or more students. Teaching assistants will be hired according to the number of credit hours in the course having more than 35 students and will be paid 1/3 of the current per-credit-hour lecturer rate. For example, if the lecturer rate is $4,350 for a three credit course, the TA would be paid $1,450 to support that three credit hour course. A three hour course requires the TA to work 100 hours, while effort for courses with different loads is prorated accordingly. Please refer to the TA Handbook on the [[http://impact.ucdsehd.net/knowledgebase_category/human-resources/|SEHD Impact]] site for further information.
+  * Faculty teaching on-campus will qualify for a teaching assistant (TA) if they have a class enrollment of over 32. Faculty will qualify for a TA for an online class (not hybrid) or doctoral class if it reaches 25 or more students. Teaching assistants will be hired according to the number of credit hours in the course and will be paid $1,890 (beginning in January 2025) to support a three credit hour course. A three hour course requires the TA to work 100 hours, while effort for courses with different loads is prorated accordingly.
-- Teaching assistant (TA)/secondary instructor will be hired using the following guidelines: Teaching assistantships are offered first to graduate students. If there are no graduate students available to assist with a course, a secondary instructor may be hired into a lecturer position but at the TA pay rate. This appointment must otherwise be consistent with lecturer policy.
+  * Teaching assistant (TA)/secondary instructor will be hired using the following guidelines: Teaching assistantships are offered first to graduate students. If there are no graduate students available to assist with a course, a secondary instructor may be hired into a lecturer position but at the TA pay rate. This appointment must otherwise be consistent with lecturer policy.
-- To hire a TA, submit online request form through the [[http://impact.ucdsehd.net/knowledgebase_category/human-resources/|SEHD Impact]] site. The instructor will submit a brief written plan of the duties the TA will perform, including the number of hours required for those duties. Lower credit-classes should require fewer hours than 3-credit classes and the pay is prorated. If this is the first online class in which the instructor has used a TA, the instructor is encouraged to obtain the advice of online experts from the Faculty Development Center in order to figure out how to best use a TA in an online class.
+  * To hire a TA, the program leader should submit the [[https://forms.ucdenver.edu/secure/sehd_hr_new_hire|SEHD Hire Request Form]]. Please submit a brief written plan of the duties the TA will perform, including the number of hours required for those duties. Less than 3 credit hour-classes, pay and work hours are prorated. If this is the first online class in which the instructor has used a TA, the instructor is encouraged to obtain the advice of online experts from the Faculty Development Center in order to figure out how to best use a TA in an online class.
 ===== Regular Faculty: Academic Year Workload =====
@@ Line 702: / Line 811: @@
 ==== Type A Instruction ====
-**//(See page 32 for a definition of Type A)// **
+**//(See [[https://wiki.cu.studio/handbooks/pattern_of_administration#types_of_courses9|#types_of_courses9]] in the section above for a definition of Type A)// **
+  - If a course is team-taught by two faculty members, 3 credit hours are needed for each faculty member (or a total of 6 CHs) in order to justify the one course load for each faculty member.
-- If a course is team-taught by two faculty members, 3 credit hours are needed for each faculty member (or, a total of 6 CHs) in order to justify the one course load for each faculty member.
+  - A regular faculty member may be reassigned to research grant activities at 10% of his/her Academic Year Full-Time Equivalent (AY FTE) for one course reduction, and in increments of 15% for each additional course reduction. For all cases, effort must be included on the project or projects that is equal to or exceeds the required course reductions percentage. Actual changes in teaching, service and research responsibilities are negotiated individually between the faculty member and the designated Associate Dean. Plans for course reduction should be included in the original or revised professional plan.
-- A regular faculty member may be reassigned to research grant activities at 10% of his/her Academic Year Full-Time Equivalent (AY FTE) for one course reduction, and in increments of 15% for each additional course reduction. For all cases, effort must be included on the project or projects that is equal to or exceeds the required course reductions percentage. Actual changes in teaching, service and research responsibilities are negotiated individually between the faculty member and the designated Associate Dean. Plans for course reduction should be included in the original or revised professional plan.
+  - A regular faculty member may occasionally teach a CPE course during the academic year as part of teaching load if the CPE revenues and allocations cover 10% of the faculty member’s salary and proportional benefits, or if negotiated with the Dean. These allocations must be transferred from the Continuing and Professional Education account to the SEHD general budget account.
-- A regular faculty member may occasionally teach a CPE course during the academic year as part of teaching load if the CPE revenues and allocations cover 10% of the faculty member’s salary and proportional benefits, or if negotiated with the Dean. These allocations must be transferred from the Continuing and Professional Education account to the SEHD general budget account.
+  - It is expected that regular faculty members will work with their program colleagues to develop teaching schedules that meet the needs of the students and the faculty members. The primary factors in scheduling will be program coherence and service to students, including day and time of offering. In addition, attention should be paid to the equitable rotation among faculty who wish to teach the same course. Attention should also be paid to the need for untenured faculty to build a research dossier (e.g. not assigning a new prep each year). The Associate Dean for Faculty Affairs is available to help resolve these issues when they arise.
-- It is expected that regular faculty members will work with their program colleagues to develop teaching schedules that meet the needs of the students and the faculty members. The primary factors in scheduling will be program coherence and service to students, including day and time of offering. In addition, attention should be paid to the equitable rotation among faculty who wish to teach the same course. Attention should also be paid to the need for untenured faculty to build a research dossier (e.g. not assigning a new prep each year). The Associate Dean for Faculty Affairs is available to help resolve these issues when they arise.
+  - When the SEHD budget allows, it may be possible to award course releases for administrative duties, special research or service projects, and other contributions to the School. These reductions are intended as investments in the professional development of the faculty and the reputation of the SEHD. Reductions for administrative duties will be given at the discretion of the Dean.
-- When the SEHD budget allows, it may be possible to award course releases for administrative duties, special research or service projects, and other contributions to the School. These reductions are intended as investments in the professional development of the faculty and the reputation of the SEHD. Reductions for administrative duties will be given at the discretion of the Dean.
+  - Tenure track faculty take precedence for teaching courses to meet their workload. If a course cancellation creates a workload shortage for a tenure track faculty member, the faculty member will assume responsibilities for a course assigned to a lecturer, instructor or clinical professors. In this case, a new assignment would be made for the instructor/clinical faculty. If that is not possible, the faculty member will teach an additional course in the following semester. If that semester is during the summer, the faculty member will teach the course without additional pay.
-- Tenure track faculty take precedence for teaching courses to meet their workload. If a course cancellation creates a workload shortage for a tenure track faculty member, the faculty member will assume responsibilities for a course assigned to a lecturer, instructor or clinical professors. In this case, a new assignment would be made for the instructor/clinical faculty. If that is not possible, the faculty member will teach an additional course in the following semester. If that semester is during the summer, the faculty member will teach the course without additional pay.
+  - Faculty are responsible for finding a substitute instructor if there is a last minute change to their load.
-- Faculty are responsible for finding a substitute instructor if there is a last minute change to their load.
 ==== Type B Instruction ====
-- Practicum and internship courses (Type B instruction) can count as a 3-credit-hour course if the course generates at least 30 student credit hours in a single semester. The typical internship has 10 students who have each registered for 3 credits. However, other possibilities might include 5 students each registered for 6 credits; 15 students each registered for 2 credits, and so on. It is preferred that these 30 credits constitute a single class registration in one semester. However, if necessary, a faculty member may accumulate 30 credits across two concurrent semesters and earn a course credit with pre-approval from the designated Associate Dean.
+Practicum and internship courses (Type B instruction) can count as a 3-credit-hour course if the course generates at least 30 student credit hours in a single semester. The typical internship has 10 students who have each registered for 3 credits. However, other possibilities might include 5 students each registered for 6 credits; 15 students each registered for 2 credits, and so on. It is preferred that these 30 credits constitute a single class registration in one semester.
 ==== Overloads ====
-- Under certain circumstances, faculty may have the opportunity to teach an additional course during the academic year for overload pay at the lecturer rate; this rate is the same whether the course originates from main campus or CPE instruction (although in CPE, pay may be prorated if enrollment is insufficient to support the full lecturer rate). In main campus and CPE, usually no more than one overload course will be approved for a faculty member during any one FY and the overload pay is at the lecturer rate for additional academic year remuneration. Overloads must be part of a faculty member’s professional plan and be approved through the additional remuneration process as well. Overloads are strongly discouraged for tenure-track faculty members who have not yet earned tenure; occasional exceptions may be made with the Dean’s approval.
+Under certain circumstances, faculty may have the opportunity to teach an additional course during the academic year for overload pay at the lecturer rate; this rate is the same whether the course originates from main campus or CPE instruction (pay may be prorated if enrollment is insufficient to support the full lecturer rate). For the current Lecturer rate, see this section: [[https://wiki.cu.studio/handbooks/pattern_of_administration#enrollment_and_scheduling_policies|https://wiki.cu.studio/handbooks/pattern_of_administration#enrollment_and_scheduling_policies]]
+In main campus and CPE, usually no more than one overload course will be approved for a faculty member during any one FY and the overload pay is at the lecturer rate for additional academic year remuneration. Overloads must be part of a faculty member’s professional plan and be approved through the additional remuneration process as well. Overloads are strongly discouraged for tenure-track faculty members who have not yet earned tenure; occasional exceptions may be made with the Dean’s approval.
 ===== Regular Faculty Summer and Maymester Teaching and Pay =====
@@ Line 724: / Line 834: @@
 ==== Type A Instruction ====
-. Class size requirements are consistent across semesters. The basis of summer pay* is the number of credit hours of the course at the Dean’s discretion. A faculty member will receive $6000 for a three credit hour course that meets minimum enrollment (this applies to both main campus and CPE courses). If a course is two credit hours, the pay will be $4000. Pay will be distributed equally across June, July and August, no matter when the class starts and ends. Please note: Payment may vary for CPE courses. Per university policy, faculty are allowed to receive only 1/9th of their AY salary each month in the summer. See the following faculty pay policy: [[http://www.ucdenver.edu/about/departments/HR/HRPolicesGuidlines/Documents/Faculty%20Compensation%20-%20Downtown%20Campus%20updated%202-18-10.pdf|http://www.ucdenver.edu/about/departments/HR/HRPolicesGuidlines/Documents/Faculty%20Compensation%20-%20Downtown%20Campus%20updated%202-18-10.pdf]]
+  - Class size requirements are consistent across terms. The basis of summer pay* is the number of credit hours of the course at the Dean’s discretion. A faculty member will receive $6000 for a three credit hour course that meets minimum enrollment (this applies to both main campus and CPE courses). If a course is two credit hours, the pay will be $4000. Teaching more than two courses requires Dean's approval and will be paid at the Lecturer rate. Your summer pay spread will be stated on your summer contract. Please note: Payment may vary for CPE courses. Per university policy, faculty are allowed to receive only 1/9th of their AY salary each month in the summer. See the following faculty pay policy:
+  - Required Class Size: The minimum class size requirement for courses is generally 15 students. The Dean’s Team will monitor each semester’s enrollments, starting six weeks prior to the semester start date. Two weeks before classes start, you will be notified if your course is on low-enrollment watch. Cancellation decisions are made by the Dean’s Office no less than one week before classes start. You may be offered the opportunity to teach at a pro-rated amount, rather than cancelling the course. Once you accept a pro-rated pay amount, it may be increased based on census date enrollment numbers, but will not be decreased, even if enrollment drops below the enrollment number used to calculate the pro-rate.
-If the course is team-taught by two regular faculty members, 3 credit hours are needed for each faculty member (or, a total of 6 CHs) in order to justify the $6000 pay rate for each faculty member.
+  - If tenure track faculty teaches a CPE course in the summer, s/he may be paid up to the amount as stated in the appropriate main campus summer pay policy. As with all CPE courses, minimum student numbers apply and in some cases, the amount paid out will vary by total number of students registered for the class.
+  - Faculty supported by grants may earn up to 3/9ths (or 33.33%) of their annual salary on grant funds in the summer months with all pay coming from the grant or with a combination of teaching and grant work that falls within the summer teaching policies.
-. If tenure track faculty teaches a CPE in the summer, s/he //may// be paid up to the amount as stated in the appropriate main campus summer pay policy. As with all CPE courses, minimum student numbers apply and in some cases, the amount paid out will vary by total number of students registered for the class.
+  - Teaching in the summer is accompanied by responsibility to the program and School for service. The minimum amount of time that the faculty member is expected to be available for service is 6 weeks of the 8-week summer term.
-. Faculty supported by grants may earn up to 3/9ths (or 33.33%) of their annual salary on grant funds in the summer months with all pay coming from the grant or with a combination of teaching and grant work that falls within the summer teaching policies.
-. Teaching in the summer is accompanied by responsibility to the program and School for service. The minimum amount of time that the faculty member is expected to be available for service is 6 weeks of the 8-week summer term.
 ==== Type B Summer Instructional Activity ====
-- To count as a 3 credit course for pay, practica and internships need to generate 30 SCHs during the summer semester and meet best practice criteria.
+  - To count as a 3 credit course for pay, practica and internships need to generate 30 SCHs during the summer term and meet best practice criteria.
-- Assuming that 30 SCHs are generated, to earn the designated summer course salary the faculty member must meet the service commitments outlined in their professional plan.
+  - Assuming that 30 SCHs are generated, to earn the designated summer course salary the faculty member must meet the service commitments outlined in their professional plan.
-- Administrative Duties: Faculty who assume administrative duties, such as an Associate Dean of the SEHD, operate on a differentiated workload which will vary according to the specific duties of each Associate Dean.
-===== Term Faculty: Academic Year (AY) Teaching Loads =====
+===== Non-Tenure Track Faculty: Academic Year (AY) Teaching Loads =====
-**SEHD-funded Term Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)**
+**SEHD-funded Non-Tenure Track Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)**
+  - The teaching load for SEHD-funded Non-Tenure Track faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload. Non-Tenure Track faculty have the option of proposing course equivalent activity for one to two courses for Dean’s approval.
-- The teaching load for SEHD-funded term faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload. Term faculty have the option of proposing course equivalent activity for one to two courses for Dean’s approval.
+  - The ways in which Type B instructional activities (see page 32) can count as a course for tenure track faculty members also apply to Non-Tenure Track faculty members.
-- The ways in which Type B instructional activities (see page 32) can count as a course for tenure track faculty members also apply to term faculty members.
+  - Non-Tenure Track faculty may be partially supported on grant projects. Course reduction will be provided when grant funds at minimum 12.5% of the faculty member’s AY salary per course release. Grant-funded term faculty appointments include expectations specific to the grant(s) that provide the funds. The principal investigator for the grant and the designated Associate Dean will determine the teaching load for a Non-Tenure Track faculty member who is entirely or partly supported by grant funds.
-- Term faculty may be partially supported on grant projects. Course reduction will be provided when grant funds at minimum 10% of the faculty member’s AY salary per course release. Grant-funded term faculty appointments include expectations specific to the grant(s) that provide the funds. The principal investigator for the grant and the designated Associate Dean will determine the teaching load for a term faculty member who is entirely or partly supported by grant funds.
+  - Non-Tenure Track faculty may be assigned administrative responsibilities as a percentage of their assigned workload. The Dean must approve such assignments.
-- Term faculty may be assigned administrative responsibilities as a percentage of their assigned workload. The Dean must approve such assignments.
 ===== Teaching Pay =====
-For Research Faculty, Exempt Professional Staff, Professional Research Assistants (PRAs), and Post-Doctoral Fellows teaching for Additional Pay (Overload)Under certain circumstances, the opportunity may arise to teach an additional course for overload pay. If teaching will be in addition to full-time FTE duties, then the pay will be at the lecturer rate, as is the case for all faculty. Usually no more than one overload course will be approved during any one FY and total overload pay is limited to 10% of the individual’s annual salary each FY for faculty. Overloads must be part of a faculty member’s professional plan and be approved through the additional remuneration process as well.
+For 12-month Faculty, Exempt Professional Staff, Professional Research Assistants (PRAs), and Post-Doctoral Fellows teaching for Additional Pay (Overload)
+Under certain circumstances, the opportunity may arise to teach an additional course outside of normal work hours for overload pay. If teaching will be in addition to full-time FTE duties, then the pay will be at the lecturer rate, as is the case for all faculty. Usually no more than one overload course will be approved during any one AY and total overload pay is limited to 10% of the individual’s annual salary each FY. Overloads must be part of a faculty member’s professional plan and be approved through the additional remuneration process as well.
 ==== Teaching Buy-Out ====
-The opportunity may arise for a full time 100% grant-funded faculty or staff member to teach a course during the academic year as part of their regular load. These rates are based on the assumption that teaching will be a part of the full-time FTE duties and not in addition to them. The rates listed below reflect a 9-month equivalent salary, not a 12-month salary:
+The opportunity may arise for a full time 12-month faculty or staff member to teach a course during the academic year as part of their regular load. These rates are based on the assumption that teaching will be a part of the full-time FTE duties and not in addition to them. The rates listed below reflect a 9-month equivalent salary, not a 12-month salary:
-- The buy-out amount for an employee with a Master’s degree will be the current lecturer rate, and they will have no expectations for service.
+  - The buy-out amount for an employee with a Master’s degree will be the current lecturer rate, and they will have no expectations for service.
-- The buy-out amount for an employee who is a doctoral student will be 10% of their 9 month-equivalent academic salary with an expectation for service to the SEHD during the academic year. Summer pay will be the same as the current lecturer rate.
+  - The buy-out amount for an employee who is a doctoral student will be 10% of their 9 month-equivalent academic salary with an expectation for service to the SEHD during the academic year.
-- The buy-out amount for an employee with a doctoral degree will be 10% of their 9 month-equivalent academic salary (unless the grant stipulates otherwise) with an expectation for service to the SEHD during the academic year. Summer pay will be the same as the current lecturer rate.
+  - The buy-out amount for an employee with a doctoral degree will be 10% of their 9 month-equivalent academic salary (unless the grant stipulates otherwise) with an expectation for service to the SEHD during the academic year.
 ===== Retired Faculty =====
-Retired faculty teaching is $6000 per course.
+Teaching rate for retired faculty with Emeritus status is $6000 per course.
-===== Term Faculty: Summer Teaching Loads and Pay =====
+===== Non-Tenure Track Faculty: Summer Teaching Loads and Pay =====
-==== Term Faculty with Academic Year Appointments ====
+==== Non-Tenure Track Faculty with Academic Year Appointments ====
-A term faculty member (SEHD-funded or grant-funded) '''with a 9-month appointment '''who wishes to teach during the summer term will be paid under the same conditions as regular faculty members (as described on page 35-36). Thus, full summer pay is an option only for faculty members who are regular participants in program and, at a minimum, School/service activities.
+A Non-Tenure Track Faculty member (SEHD-funded or grant-funded) **with a 9-month appointment **who wishes to teach during the summer term will be paid under the same conditions as regular faculty members (as described on page 35-36). Thus, full summer pay is an option only for faculty members who are regular participants in program and, at a minimum, School/service activities.
-==== Term Faculty with Fiscal Year (FY) Appointments ====
-If a term faculty member (SEHD-funded or grant-funded) has a Fiscal Year (12-month) appointment, and wishes to teach an overload course during any term, he/she will be paid the same as other 12 month faculty and staff.
+==== Non-Tenure Track Faculty with Fiscal Year (FY) Appointments ====
+If a Non-Tenure Track Faculty member (SEHD-funded or grant-funded) has a Fiscal Year (12-month) appointment, and wishes to teach an overload course during the summer, he/she will be paid the lecturer rate.
 ===== Lecturer Pay for Academic Year and Summer Courses =====
@@ Line 777: / Line 885: @@
 Payment is made only for individuals who are listed in the School of Education's database with load credit for a course.
-Occasionally, a SEHD lecturer is a regular faculty member in another department, school, or college in the CU system. The usual practice is to pay these instructors at the same rate as other SEHD lecturers. The non-SEHD faculty member will need to receive approval through the additional remuneration form from his/her home department.
+Occasionally, a SEHD lecturer is a regular faculty member in another department, school, or college in the CU system. The usual practice is to pay these instructors at the same rate as other SEHD lecturers. The non-SEHD faculty member will need to receive approval through the additional remuneration form from his/her home department. Please note that AMC has different policies that prevent our ability to pay regular faculty additional pay when teaching courses on another campus.
-For on-campus courses, lecturers will be paid at the current lecturer rate which is set by the Dean during the annual merit process.
+For on-campus courses, lecturers will be paid at the current lecturer rate which is set by the Dean during the annual merit process. Under enrolled courses may be canceled, and pay is prorated for under enrolled courses that have not been canceled. See the prorated pay details in the section below, “Course Schedule Submission Deadlines.”
-Under enrolled courses may be canceled, and pay is prorated for under enrolled courses that have not been canceled.
 ===== Practica/Internship for all Faculty =====
@@ Line 787: / Line 893: @@
 Information on load policies for university supervisors/coaches is contained in the Practicum and Internship Policies. The following highlights some of what is contained in that document.
-* It is expected that regular faculty will serve as the university supervisor/coach if at all possible. All university coaches/supervisors are paid on a per credit hour basis.
+  * It is expected that regular faculty will serve as the university supervisor/coach if at all possible. All university coaches/supervisors are paid on a per credit hour basis.
-* Credits assigned to practica/internships should be appropriate for the workload required for the student and faculty member.
+  * Credits assigned to practica/internships should be appropriate for the workload required for the student and faculty member.
-* To count as a 3-credit course load, each practicum/internship generates a minimum of 30 credits and meets best practice criteria. The typical internship has 10 students who have each registered for 3 credits.
+  * To count as a 3-credit course load, each practicum/internship generates a minimum of 30 credits and meets best practice criteria. The typical internship has 10 students who have each registered for 3 credits.
-* Regular faculty (or counseling staff) may only serve as practicum/internship supervisors/coaches, not as assistant supervisors/coaches. That is, they will be responsible for supervising/coaching a minimum of 30 credits in order to be credited for teaching a 3-credit course as well as teaching the seminar affiliated with the course. In professional development schools, the load needs to be a minimum of 90 credits in order to earn credit for three 3-credit courses. Regular faculty will take a full load of students prior to a lecturer. (See exception in next item below.) For example, if 16 students register for internship and the load that constitutes that practicum or internship is 10, the regular faculty must take 10 students rather than share the 16 students equally with a part time instructor. If a student in the regular faculty member’s load drops after the semester begins, s/he will take one of the part time faculty’s students to add to his/her load and the part time faculty member’s load and payment will be adjusted accordingly.
+  * Regular faculty (or counseling staff) may only serve as practicum/internship supervisors/coaches, not as assistant supervisors/coaches. That is, they will be responsible for supervising/coaching a minimum of 30 credits in order to be credited for teaching a 3-credit course as well as teaching the seminar affiliated with the course. In professional development schools, the load needs to be a minimum of 90 credits in order to earn credit for three 3-credit courses. Regular faculty will take a full load of students prior to a lecturer. (See exception in next item below.) For example, if 16 students register for internship and the load that constitutes that practicum or internship is 10, the regular faculty must take 10 students rather than share the 16 students equally with a part time instructor. If a student in the regular faculty member’s load drops after the semester begins, s/he will take one of the part time faculty’s students to add to his/her load and the part time faculty member’s load and payment will be adjusted accordingly.
-* University supervisors/coaches who are coordinating the same-semester work of two or more other supervisor/coaches or assistant supervisors/coaches may request a reduced supervision/coaching load (1-2 student reduction), depending on the coordination requirements with advanced approval from the designated Associate Dean in order to coordinate the practicum/internship work of assistant supervisors/coaches and to assist assistant supervisors/coaches with difficult situations.
+  * University supervisors/coaches who are coordinating the same-semester work of two or more other supervisor/coaches or assistant supervisors/coaches may request a reduced supervision/coaching load (1-2 student reduction), depending on the coordination requirements with advanced approval from the designated Associate Dean in order to coordinate the practicum/internship work of assistant supervisors/coaches and to assist assistant supervisors/coaches with difficult situations.
-* All those serving as university assistant supervisors/coaches must be listed on SIS in order to be paid. The Coordinator for Faculty Services assists with this process.
+  * All those serving as University assistant supervisors/coaches must be listed on SIS in order to be paid. The Scheduling and Curriculum Manager assists with this process.
-* When a group of registered students are producing less than 30 credits, lecturers may be paid on a percentage (of 30 credits) of lecturer pay to serve as assistant supervisors/coaches. For example, if the lecturer is assigned to work with 5 students, each of whom is registered for 3 credits, the assistant supervisor/coach will be paid 50% of the current lecturer pay rate for a 3 credit course.
+  * When a group of registered students are producing less than 30 credits, lecturers may be paid on a percentage (of 30 credits) of lecturer pay to serve as assistant supervisors/coaches. For example, if the lecturer is assigned to work with 5 students, each of whom is registered for 3 credits, the assistant supervisor/coach will be paid 50% of the current lecturer pay rate for a 3 credit course.
-* University assistant supervisors/coaches are paid for practicum and internship as determined by the School of Education; faculty may not decide on a different payment. If there is a problem with the standard payment, it should be brought to the attention of the Deans for resolution. This will ensure that pay issues are resolved in ways that remain equitable across all programs and part time faculty.
+  * University assistant supervisors/coaches are paid for practicum and internship as determined by the School of Education; faculty may not decide on a different payment. If there is a problem with the standard payment, it should be brought to the attention of the Deans for resolution. This will ensure that pay issues are resolved in ways that remain equitable across all programs and part time faculty.
 ===== CPE - Partnership Coordination Compensation Guidelines Background =====
@@ Line 803: / Line 909: @@
 D2 must be run as an enterprise fund; that is, it must be self-supporting. Therefore, an essential consideration regarding partnership coordinator compensation is whether it has been included in the budgeting process.
 ==== Partnership Coordination Responsibilities ====
 Faculty who coordinate partnerships carry out a number of different activities. Following is a list of typical duties:
-* //Secure the partnership//. In many cases it is the initiative of the faculty member that secures the partnership with the district or organization. A coordination stipend can partly serve to recognize the outreach and coordination efforts it takes to secure a partnership with a district or agency.
+  * //Secure the partnership//. In many cases it is the initiative of the faculty member that secures the partnership with the district or organization. A coordination stipend can partly serve to recognize the outreach and coordination efforts it takes to secure a partnership with a district or agency.
-* ''Assist with the development and implementation of a Memorandum of Understanding (MOU). ''It is becoming increasingly common to develop an MOU with the partnering district or agency. Although CPE manages the MOU development, the faculty project coordinator generally participates in the annual review of these agreements.
+  * //Assist with the development and implementation of a Memorandum of Understanding (MOU). //It is becoming increasingly common to develop an MOU with the partnering district or agency. Although CPE manages the MOU development, the faculty project coordinator generally participates in the annual review of these agreements.
-* Coordination of other SEHD faculty who are involved in oversight, coaching and/or consulting with the partner district or agency.
+  * Coordination of other SEHD faculty who are involved in oversight, coaching and/or consulting with the partner district or agency.
-* Recruitment, oversight, and support of on-site district instructors who are teaching courses for \SEHD
+  * Recruitment, oversight, and support of on-site district instructors who are teaching courses for SEHD
-* Alignment and modification of on-site courses that are being offered as part of a certificate or endorsement \partnership
+  * Alignment and modification of on-site courses that are being offered as part of a certificate or endorsement partnership
-* //Curriculum development. C//ourses that are being offered as part of a certificate or endorsement partnership may require modification, including in the delivery system, and/or alignment to meet the needs of the partner and/or to permit students to complete a course of study on campus.
+  * //Curriculum development. C//ourses that are being offered as part of a certificate or endorsement partnership may require modification, including in the delivery system, and/or alignment to meet the needs of the partner and/or to permit students to complete a course of study on campus.
 ==== Compensation ====
-* Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s** based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program// funds and that the Dean must approve any extra compensation.
+Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s**  based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program//  funds and that the Dean must approve any extra compensation.
+  * **Example One**  – One or more of the above duties, but not enough extra time that the coordination is significantly impacting more than 100 percent of the yearly expectations for faculty workload. In this case the partnership coordination should be listed as part of the faculty member’s professional plan for service but additional compensation should not be involved.
+  * **Example Two**  – One or more of the above duties that will result in an impact to time and responsibility that will significantly exceed 100 percent of expected yearly workload. Compensated coordination would only be available for certificate, endorsement, degree or other programs that include a series of courses and semesters. Oftentimes this work will be carried out in the summer. Each additional full day of work planned for the partnership should result in a half-percent of additional compensation. For example, if the partnership will likely require six full days, or twelve half-days, the faculty member would earn an additional 3%, eight days 4%, etc.
+  * **Example Three**  – Where most of the above duties fall upon a faculty member and he or she is primarily responsible for a large program, one with a large number of participants**, **cohorts, courses or instructors, then significant impact would be anticipated. Program coordination might result in up to two additional weeks of work (or 80 hours) within each of the fall and spring semesters resulting in additional compensation of 5% for each semester and a full month of additional work in the summer that would result in another 10%. At this level, the faculty member could choose to buy out an in-load course to earn the 20% without working additional time or keep their regular course load and be compensated for the additional work.
+Although it is helpful to plan and articulate the work of faculty as coordinator of CPE programs in terms of number of days, in reality this coordination is not neat and clean. Problems arise that need immediate attention and result in focused minutes or hours of emailing and/or phone calling, all of which occur during the “regular” work day in order to solve or follow up on a problem. So while some of the work is definitely scheduled as half day or whole day on one’s work calendar, other responsibilities are attended to on top of an already full schedule during the academic year. It is best to utilize the number of days anticipated for coordination as a basis for planning. Faculty will not be expected to log hours or days spent on coordination.
-**Example One** – One or more of the above duties, but not enough extra time that the coordination is significantly impacting more than 100 percent of the yearly expectations for faculty workload. In this case the partnership coordination should be listed as part of the faculty member’s professional plan for service but additional compensation should not be involved.
+Additional compensation beyond 20% will not be provided. If the coordination requires more time than 20%, it should become part of an in-load assignment. Also, these guidelines are solely for coordination, faculty who teach beyond their expected course load would, of course, be compensated for their teaching as well.
-**Example Two** – One or more of the above duties that will result in an impact to time and responsibility that will significantly exceed 100 percent of expected yearly workload. Compensated coordination would only be available for certificate, endorsement, degree or other programs that include a series of courses and semesters. Oftentimes this work will be carried out in the summer. Each additional full day of work planned for the partnership should result in a half-percent of additional compensation. For example, if the partnership will likely require six full days, or twelve half-days, the faculty member would earn an additional 3%, eight days 4%, etc.
+Request for compensation for partnership coordination, whether in-load support or through a stipend, must be made initially to the Executive Director of Continuing and Professional Education. The request must be in writing and include estimates of time and duties. If the faculty member and CPE director agree on an amount of additional remuneration, the faculty member must submit the additional remuneration request to the Assistant Dean for Finance to be ultimately approved by the Dean of SEHD. Pay agreed upon for the faculty member will be issued only after the revenues and expenditures for the program have been reconciled on a semester and/or annual basis and a sufficient program balance exists. Each year the Finance Committee will review all coordination compensation to insure that these guidelines are working as planned.
-**Example Three** – Where most of the above duties fall upon a faculty member and he or she is primarily responsible for a large program, one with a large number of participants''', '''cohorts, courses or instructors, then significant impact would be anticipated. Program coordination might result in up to two additional weeks of work (or 80 hours) within each of the fall and spring semesters resulting in additional compensation of 5% for each semester and a full month of additional work in the summer that would result in another 10%. At this level, the faculty member could choose to buy out an in-load course to earn the 20% without working additional time or keep their regular course load and be compensated for the additional work.
+====== Assessments and Surveys: Data Collection and Reporting ======
-* Although it is helpful to plan and articulate the work of faculty as coordinator of CPE programs in terms of number of days, in reality this coordination is not neat and clean. Problems arise that need immediate attention and result in focused minutes or hours of emailing and/or phone calling, all of which occur during the “regular” work day in order to solve or follow up on a problem. So while some of the work is definitely scheduled as half day or whole day on one’s work calendar, other responsibilities are attended to on top of an already full schedule during the academic year. It is best to utilize the number of days anticipated for coordination as a basis for planning. Faculty will not be expected to log hours or days spent on coordination.
+==== ASSESSMENT ====
-* Additional compensation beyond 20% will not be provided. If the coordination requires more time than 20%, it should become part of an in-load assignment. Also, these guidelines are solely for coordination, faculty who teach beyond their expected course load would, of course, be compensated for their teaching as well.
-* Request for compensation for partnership coordination, whether in-load support or through a stipend, must be made initially to the Executive Director of Continuing and Professional Education. The request must be in writing and include estimates of time and duties. If the faculty member and CPE director agree on an amount of additional remuneration, the faculty member must submit the additional remuneration request to the Assistant Dean for Finance to be ultimately approved by the Dean of SEHD. Pay agreed upon for the faculty member will be issued only after the revenues and expenditures for the program have been reconciled on a semester and/or annual basis and a sufficient program balance exists. Each year the Finance Committee will review all coordination compensation to insure that these guidelines are working as planned.
-===== Course Schedule Submission Deadlines =====
+All SEHD programs have identified key assessments (sometimes called performance-based assessments, PBAs) and scoring rubrics that provide evidence of valued student learning objectives as part of course offerings and clinical experiences. Program faculty members are responsible for using their programs’ key assessments and ensuring that adjunct faculty members do as well. Key program assessments are managed through the SEHD Assessment management system, LiveText by Waternark. Faculty can link the assessment tasks and scoring rubrics for their key assessments to their Canvas course shells so that student results are automatically entered into the SEHD Assessment management system. Program faculty are expected to regularly review the key program-level assessments and rubrics to ensure they are current and appropriate. The Office of Assessment and Program Improvement provides training, support videos and job aides to assist faculty with the development, scoring and administration of key program assessments as needed and upon request. The Assessment Office also administers LiveText by Watermark accounts for faculty and students.
-Main campus course scheduling is managed by the Course Coordinator in Academic Services, and off-campus (extended studies) course scheduling is managed by CPE staff. Course scheduling is developed in conjunction with the program and the Associate Deans. The process begins 8-9 months before the term begins.
+Assessment Office staff members participate in the campus Assessment Committee; staff serve as the SEHD liaison to the University Assessment Office, providing a communication mechanism for faculty and staff to this group.
-**For main campus courses:** The Course Coordinator initiates the process by sending out a Call for Schedules to Program Representatives. Program Representatives consult with faculty to determine schedule, including courses being offered, meeting patterns, instructor assignment, course format, and other required information.
+==== DATA COLLECTION ====
-There are two schedule edits for each term (preliminary and final edits), and ongoing discussions between Program Representatives and the Associate Dean to finalize the schedule for each term. An Excel spreadsheet will be provided to program representatives during the request for schedules, and an CU-SIS report will be provided during the decision making stage.
+The Assessment Office administers surveys to all students as they graduate/complete including items common across all programs (related to their experiences at SEHD and a social justice scale) and items specific to their experiences within their program. The Office administers additional surveys to students one, two and three years after the graduate/complete and to employers of SEHD students. In addition, the office surveys initial licensure students when they begin their program.
-The following is a general timeline for the main campus course scheduling process:
+The Assessment Office manages SEHD accounts for the Qualtrics on-line survey tool that is available to faculty, staff and students. Please email [[sehdhelp@ucdenver.edu|sehdhelp@ucdenver.edu]] if you require access.
-Approximate Timeline:
+Assessment office staff members also participate in the University Survey Working Group serving as a liaison for faculty and staff to this group.
-* **8-9 months before classes start:** Request for schedules sent to program \representatives
+==== PROGRAM IMPROVEMENT, DATA DASHBOARDS/INTERNAL REPORTING ====
-* **7-8 months before classes start:** Schedules vetted with advisers and program representatives.
-* **6 months before classes start:** Finalized schedule due to Course \Coordinator
-* '''2 months before classes start: '''Registration is open to students. All instructors must be identified and going through the hiring process with HR (if needed).
-* **6 weeks before classes start:** Low enrollment watch begins. Access to CU-SIS production is cut off to Course \Coordinator
-* '''3 weeks before classes start: '''Low enrollment watch #2 – program representative and Associate Dean for Teaching and Learning determine if any low-enrolled courses will be allowed to \run
-* **1 week before classes start:** Cancellation decisions are made for low-enrolling sections by program representative in consultation with Associate Dean for Teaching and \Learning
-* '''1 week after classes start: '''Waitlists are purged; online registration closed; student registration by schedule adjustment form only
-Enrollment and Scheduling Policies
+The SEHD Assessment office works in coordination with the Institutional Research office to provide access to a wide variety of program-level data to program faculty and staff to support on-going improvement efforts. This includes program assessment results, Praxis results, application/admission/matriculation trend data, enrollment trend data, completion trend data, student-exit-survey results, alumni-satisfaction-survey results, and graduate placement and persistence data (as available). Faculty and staff can access data reports through the following resources:
-**//Face-to-Face and Hybrid Classes:// **
+  * Student application, enrollment and completion dashboards are available at [[https://tableau.ucdenver.edu/|https://tableau.ucdenver.edu/]] ; note to access you must be on-campus or using VPN, sign on using standard login and password; select the “university” site, and then the School of Education and Human Development dashboards.
-. Set caps at 35, start a \waitlist
+  * Student program assessment results/reports are available through LiveText by Watermark (you must sign-in to your account).
-. At 40, split into two sections of 20—sections must be same time and \format
+  * Survey data collected by SEHD Assessment office are available through the SEHD section of [[https://tableau.ucdenver.edu|https://tableau.ucdenver.edu]].
-. 32 enrolled triggers \TA
+Assessment Office staff members facilitate periodic analysis/interpretation of school-wide performance data as part of Program Leader and Faculty and Staff meetings. Program faculty or administrators who would like additional consultation or assistance related to program improvement/evaluation can contact the Office of Assessment and Program Improvement.
-. No blanket minimum enrollment but courses with enrollments of 8-14 require approval to \run
+==== ACCREDITATION/REAUTHORIZATION and EXTERNAL REPORTING ====
-. Lecturer Pay: 15-35 students = $4350; < 15 = Pro-rate = # of students/15 x $4350
+To meet the statutory requirements for the Higher Learning Commission (HLC), the University requires each program area and the SEHD to submit reports for each degree major on student outcomes assessment and program improvement annually (in the fall). The Assessment Office supports program faculty in this process by facilitating access to reports on student performance on key program-level assessments during the previous 12-month period, and other program enrollment and completing reports through the above dashboards and reporting systems. The Assessment Office is also the liaison for SEHD to the university-wide HLC accreditation visit preparation and reporting, scheduled for Spring 2021.
-**//Online Classes:// **
+The Assessment office supports and coordinates the external reauthorization process for SEHD K-12 licensure and endorsement programs with the Colorado Department of Education (CDE) and the Colorado Department of Higher Education (CDHE). The Assessment Office also supports program faculty in quality assessment practice, data collection and reporting as required by other national accrediting agencies (e.g., CACREP, COAMFTE, and APA).
-- Set caps at 30, start a \waitlist
+The office also fulfills all external data reporting requirements for federal, national, and state agencies and other national performance reports (e.g., U.S. News Annual Graduate Program Rankings).
-- At 35, consider split into two sections. New section must be on-line.
-- 25 enrolled becomes eligible for \TA
-- No blanket minimum enrollment but courses with enrollments of 8-14 require approval to \run
-- Lecturer Pay
--35 students = $4350
+==== SPECIAL DATA REQUESTS ====
-< 15 = Pro-rate = # of students/15 x $4350
+Faculty or staff with additional data reporting needs should contact the Office of Assessment and Program Improvement. Be prepared to discuss the purpose, specific data elements, timeframe, and reporting format with Office staff so that the resulting data fit your needs. Whenever possible, allow sufficient lead time for staff to meet your data request, particularly with large requests. The Assessment Office works closely with campus Institutional Research and Registrar’s Office staff to coordinate the completion of data requests
-**Doctoral-Level Classes (7000s):**
-- Set caps at 30, start a \waitlist
-- At 35, consider split into two sections—sections must be same time and \format
-- 25 enrolled becomes eligible for \TA
-- No blanket minimum enrollment but courses with enrollments of 8-14 require approval to \run
-- Lecturer Pay
--35 students = $4350
-< 15 = Pro-rate = # of students/15 x $\4350
-For CPE Courses: CPE staff members initiate the course scheduling process in consultation with program faculty each term. Each program is unique, but in general, CPE certificate programs are planned out a year at a time, with the specific course schedules (dates, meeting patterns, course locations) to be determined after instructors have been identified, at least two months before the course is scheduled to begin. CPE course schedules frequently do not align with campus term schedules.
-==== Room Requests ====
-Room requests for courses must be given to the Course Coordinator at the time the schedule is submitted **6 months prior** to the start of the semester. The Course Coordinator will do his/her best to accommodate requests. All non-course room requests (for meetings, workgroups, etc.) should be emailed to <SEHDHELP@UCDENVER.EDU> with the following information: Date, start and end time, number of attendees, any specific equipment needs. University policy prohibits main campus courses from meeting at faculty homes.
-==== Changes to Schedule After Registration Has Begun ====
-Once students have begun to register for classes, changes to the schedule can negatively impact a student’s schedule and cause frustration. Therefore, changes to the schedule can only be made if EVERY student in the course agrees to the time and/or day change.
-==== Wait Lists ====
-Because many courses fill quickly, students are encouraged to sign up for wait lists during registration when they find a course is full. Faculty are encouraged to allow waitlisted students to attend class until waitlists are dropped at midnight on the Monday of the second week of classes. This practice allows students who get enrolled from the waitlist to be in sync with the class. Consult the [[http://www.ucdenver.edu/academics/colleges/CLAS/current-students/BachelorsStudents/academic-resources/Pages/academic-calendar.aspx|Academic Calendar]] for published deadlines each term. Note: CPE does not set up wait lists for most CPE courses, instead maintaining contact with CPE student groups and making adjustments to course caps as appropriate.
-====== Assessments and Surveys: Data Collection and Reporting ======
-All programs have identified key common assessments (or performance-based assessments, PBA) that reflect important student learning in their courses. The Office of Accreditation and Program Effectiveness provides student learning results on these PBAs to various audiences and upon request. Please contact Carolyn Haug and/or Tony Romero to obtain student learning summary data and for general faculty LiveText support.
-The Office provides all SEHD students (and CLAS students with licensure subplans) with Livetext accounts. For initial licensure students, including the BA students, LiveText licenses will be provided in the semester they enroll in UEDU 4/5020. Students are now paying each semester for LiveText licenses through an increase to the SEHD Student Assessment Fee, which enables SEHD to provide licenses to students directly. This means that students no longer need to purchase LiveText accounts on their own. Each semester, students needing licenses will receive the ability to activate their license after the census date.
-Also new is that Canvas has been fully integrated with LiveText. This means you can link to your LiveText rubrics directly from your Canvas shell, students can submit assignments in one place, you can grade them in one place, and grades will appear in both LiveText and Canvas. This is easy to set up and we have a support material to show you how. Faculty who used this process last year and report that it works very well. Along with this, the University Office of Information and Technology has integrating LiveText with CU-SIS, which means that all course enrollment changes and updates will appear in LiveText within 1-2 days of when they appear in CU-SIS. For example, when a student adds a course, that change will also be reflected in LiveText very quickly. This will assist with keeping LiveText as up-to-date as Canvas.
-To honor this increase in the fees of all our students, it is important that all faculty use LiveText for PBAs. (As a reminder, PBAs are program-agreed-on common assessments used to measure key student learning outcomes and PBAs are embedded in specific courses.) Students will expect to be able to submit assignments into LiveText using Canvas and will expect to see this used in their courses. This means that faculty will need to make the necessary links for this to happen. The office has prepared short video clips ([[https://www.youtube.com/watch?v=f14tS6IVFvk&feature=youtu.be|https://www.youtube.com/watch?v=f14tS6IVFvk&feature=youtu.be]]) and a document with screen shots ([[http://sehd.ucdenver.edu/assessment/files/2015/08/Canvas-to-LiveText-SSO-and-Grade-Return-CU-Denver.pdf|http://sehd.ucdenver.edu/assessment/files/2015/08/Canvas-to-LiveText-SSO-and-Grade-Return-CU-Denver.pdf]]) to show you how to do this.
-For purposes of the Higher Learning Commission (HLC), Carolyn Haug and Tony Romero support program faculty by providing in the LiveText Exhibit Center the critical data from PBAs associated with each program. Carolyn Haug serves as the liaison to the University Assessment Office and sits on the campus Assessment Committee. Please contact Carolyn if you have questions or suggestions for the University Assessment Committee.
-To assess student dispositions and the SEHD impact on change with regard to this, Carolyn Haug and Tony Romero administer the Intercultural Development Inventory (IDI) to all students upon entry and exit from their programs. In conjunction with Academic Services, the Office uses new student orientation meetings and communications to ensure compliance with the entry IDI. Program faculty are notified of non-completers about two weeks into the semester. Upon program completion, the IDI post-test appears on the graduation checklist and Academic Services reminds students they must take it before their completion is transcribed by the Registrar’s Office.
-The Accreditation and Program Effectiveness office administer and maintain ongoing SEHD internal surveys, including the student exit and follow-up surveys for each program. Exit surveys are administered each semester (fall, spring and summer) and follow-up surveys are administered annually for some programs and in multi-year cycles for others. Additionally, pre-program surveys are administered to initial licensure students. Results are available in the LiveText Exhibit Center. Carolyn is the SEHD representative on the University Survey Working Group. Please contact Carolyn or the Assessment Coordinator with questions about the existing SEHD or University surveys, or ideas for additional surveys. //(New University policy requiring Sales Force use for alumni surveys may affect the point of contact, but continue to contact Carolyn or Tony until further notice.)//
-A wide variety of program data is provided to program faculty and staff on a regular schedule, including PBA results, Place/Praxis results, application/admission/matriculation data, enrollment trend data, student exit and graduate survey data, IDI data, client satisfaction data, demographics of professional development schools, and graduate placement and persistence data; graduate performance data will be provided as well when they are available from the state (availability date is TBD). The delivery mechanism for these data is the LiveText Exhibit Center, although there will be a gradual transition to a new dashboard platform that could be introduced this academic year. Additionally, data discussions are part of regular scheduling for the Program Leaders meetings.
-====== Internal Data Requests ======
-If faculty or staff needs data for a report or general operating decisions, please contact Carolyn Haug. She may already have the information you are seeking and, if not, she is likely to know who to contact in various other campus offices (such as campus Institutional Research or the Registrar’s Office) to ask for assistance. Be prepared to discuss the purpose, specific data elements, timeframe, and reporting format with Office staff so that the resulting data fit your need. Whenever possible, allow sufficient lead time, particularly with large requests.
 ====== Supplemental Compensation and Financial Conflict of Interest ======
@@ Line 929: / Line 980: @@
 In addition to their payment for normal faculty workloads, full time faculty members may receive additional remuneration for the following:
-- Overload teaching in either main campus or \CPE
+- Overload teaching in either main campus or \CPE - University service, such as department chair or other significant workload increase, leadership, or supervisory \responsibility - \Awards - Summer school \teaching - Summer sponsored \research - Intersession \teaching - Institutional agreements
-- University service, such as department chair or other significant workload increase, leadership, or supervisory \responsibility
-- \Awards
-- Summer school \teaching
-- Summer sponsored \research
-- Intersession \teaching
-- Institutional agreements
 In the case of additional remuneration for extra work by administrators (including deans), arrangements must be approved in accordance with [[https://www.cu.edu/regents/Policies/Policy2K_new.html|Policy 2-K]]. [For officers and exempt professionals, see [[https://www.cu.edu/regents/Policies/Policy11F_new.html|11.F.1]].] writing by the President as defined in Regent [[https://www.cu.edu/regents/Policies/Policy3J_new.html|Policy 3-J (A)]].
 ===== Additional Remuneration for Consultative Services =====
@@ Line 949: / Line 995: @@
 One-Sixth Rule activities shall not involve large amounts of consecutive time, but shall be limited to reasonably short periods of consultation.
 ===== Conflicts of Interest =====
-[[https://www.cu.edu/regents/Policies/Policy1C.html|https://www.cu.edu/regents/Policies/Policy1C.html]]
+See Regents Policy 1C: [[https://www.cu.edu/regents/policy/1|https://www.cu.edu/regents/policy/1]]
 As a state institution, it is imperative for both legal and ethical reasons that university employees do not improperly benefit from their positions of trust at the university. University employees are expected to avoid actual and perceived conflicts of interest related to their work and position. Actual or potential conflicts must be appropriately disclosed in accordance with university conflict of interest and conflict of commitment policies, so that such conflicts may be reviewed, and as appropriate, managed or eliminated. Employees are responsible for identifying potential conflicts and seeking appropriate guidance.
@@ Line 962: / Line 1009: @@
 [[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Pages/default.aspx|http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Pages/default.aspx]]
 ===== Faculty Grievances =====
@@ Line 972: / Line 1020: @@
 **Faculty Misconduct**
-[[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/misconduct%20in%20research,%20scholarship.pdf|http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/misconduct%20in%20research,%20scholarship.pdf]]
+[[http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/misconduct in research, scholarship.pdf|http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Documents/misconduct in research, scholarship.pdf]]
 **Faculty Promotion and Tenure Appeals**
-[[http://www.ucdenver.edu/faculty_staff/employees/policies/Policies%20Library/OAA/RTP.pdf|http://www.ucdenver.edu/faculty_staff/employees/policies/Policies%20Library/OAA/RTP.pdf]]
+[[http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf|http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf]]
 In the case of a negative decision, the candidate may—within ten working day of receipt of written notice of a recommendation for denial of tenure—request review by the president. This review shall be made only on the grounds that the process had 1) procedural errors; 2) substantive errors; or 3) evidence of discrimination. (''Standards, Processes, and Procedures for Comprehensive Review, Tenure and Promotion: '' [[https://www.cu.edu/policies/aps/academic/1022.pdf|https://www.cu.edu/policies/aps/academic/1022.pdf]]
@@ Line 987: / Line 1035: @@
 Regent Policy 2-J, adopted on June 23, 2003, established that consistent with the //Laws of the Regents, Article 10//, Non-Discrimination, the University will not tolerate acts of sexual harassment or related retaliation against or by any employee or student in its educational programs and activities.
 ===== Student Complaints =====
@@ Line 999: / Line 1048: @@
 ====== Lecturer Hiring and Appointments ======
-Guiding principles:
+===== Guiding principles =====
-*Diversify lecturer pool
+  * Diversify lecturer pool
+  * Hire people who can teach **when**  students and program need them
+  * Need to demonstrate that we have a fair and open hiring process
+  * Meet requirements put forth by campus administration
-*Hire people who can teach **//when//**  students and program need them
+**Curriculum Committee Deadline Requirements: **To ensure that the Curriculum Committee has time to review the credentials for each new Lecturer before the start of classes, please use the following deadline dates to help you plan ahead for the hiring process:
+  * Teaching in **Summer or Fall **semester – submit Hire Request Form details by **April**  (one week prior to the last curriculum committee of the academic year).
+  * Teaching in **Spring **semester – submit Hire Request Form details by **November**  (one week prior to the last curriculum committee of the semester)**.**
-*Need to demonstrate that we have a fair and open hiring process
+Maintain list of courses for which you may need instructors.
-*Meet requirements put forth by campus HR, Records (CU-SIS)
+  * As you are making plans for summer-fall-spring courses, please begin to create a list of courses for which you anticipate needing lecturers.
+  * SEHD HR will maintain a lecturer pool posting through CU Careers. All new lecturers must apply to this posting.
+  * Please do not make any verbal or written job offers until lecturer candidates have applied through CU Careers
+ <font 10.5pt/inherit;;inherit;;white>and have been approved by SEHD HR</font>  .
-**//Program://**  Maintain list of courses for which you may need instructors.
+SEHD HR will provide the program area leaders as requested with login information so they can screen applicants using CU Careers. If you have a candidate in mind for the posting you can send them a link to apply online at CU Careers:
-As you are making plans for summer-fall-spring courses, please begin to create a list of courses for which you anticipate needing lecturers.
+  * On-Campus (D1) courses (Please send this link to any candidates you are considering: [[https://sehd.link/D1|https://sehd.link/D1]])
+  * Continuing & Professional Education (D2) courses (Please send this link to any candidates you are considering: [[https://sehd.link/D2|https://sehd.link/D2]])
+  * Partner school Site Professors: (Please send this link to any candidates you are considering: [[https://sehd.link/D1|https://sehd.link/D1]])
-SEHD HR will submit postings each term with specific content areas/courses in need of instructors.
+Program-specific postings are possible as well, for recent examples School Psychology, Couple & Family Therapy. If you're interested to work with SEHD HR to create a program-specific posting, please complete the [[https://ucdenverdata.formstack.com/forms/sehd_hr_search|HR Search Form]]: Job Posting – Lecturer Request
-**//Program://**  IF you plan to hire someone new OR who has not taught for us within the last three years**, please submit the “Job Posting – Lecturer” form on** [[http://impact.ucdsehd.net/knowledgebase/new-hire-form/|**Impact**]]**by selecting it from the drop-down menu. (NEW!)**
-**//SEHD HR://** Jessica will provide the program area with login information so they can screen applicants. If you have a candidate in mind for the posting you can send them a link to apply online at [[http://www.jobsatcu.com/|www.jobsatcu.com]].
+Candidates will need to move through the review and interview process like everyone else and SEHD HR will need the date of interview for audit purposes.
-**//Program://**  Keep SEHDHR@ucdenver.edu informed of where you are in your search process:
+  - Review applications
+  - Identify finalists
+  - Conduct interviews **(keep track of the Date you interviewed, for HR audit purposes)**
+  - Request reference letters
+  - Hire
-) Review applications
+Notify [[SEHDHR@ucdenver.edu|SEHDHR@ucdenver.edu]] when candidates should be sent a regret notice. Please indicate a suitable reason for each applicant that was not selected, such as:
-) Identify finalists
+  * Less Relevant Skills
+  * Less Relevant Education
+  * Less Relevant Experience
-) Conduct interviews
+When you have selected your new hire or rehire (someone who has not taught for us within the last 3 years), complete the [[https://ucdenverdata.formstack.com/forms/sehd_hr_new_hire|Human Resources Hire Request formstack]]. You will need to upload a letter of support and an external reference letter when submitting the online form. External reference letters must come directly from the reference provider to the Program Lead.
-) Request reference letters – instructions included in email with posting login information
+**Please make sure finalists are aware that changes can happen up and the class could be canceled, so we cannot guarantee that they will teach in a particular semester.**
-) Hire
+PLEASE NOTE: All new Lecturers must apply online before being hired. Those who teach in a "Graduate Part-Time Instructor" title can either apply to the student-facing GPTI posting on Handshake or to our Lecturer posting on CU Careers.
-**//Please do not make any verbal or written job offers until lecturer candidates have applied through Jobs at CU.// **
+SEHD HR will reach out to the new colleague about new hire paperwork including background check. New hires cannot start their position until the background check is completed and they have received notification from campus HR that they have passed. This process can take anywhere from 1 to 3 weeks.
-- **//Program://**  Notify <SEHDHR@ucdenver.edu> when any of the candidates should be sent a regret notice (see **Appendix B** for sample). Please indicate one of the following reasons for non-selection for **//each//**  candidate (most common reasons are in **bold**):
+New hires can expect several different emails and may need to check junk clutter folders as some emails seem to land there.
-) -Applicant Not Interested
+  - **Initial forms**  –
+      * Upon receipt of New hire's personal data form, SEHD HR generates the email/portal account, usually within 2 business days (unless a large lead time is given and there is no urgency – then it may take longer).
+      * Applicant submits background check authorization. Campus HR will email the new employee regarding background check results.
+  - **Email/portal access –**SEHD HR sends account claiming instructions (cc: Shakira Anderson for CU-SIS access)
+  - **CU-SIS**** request form**
+      * Shakira sends the electronic CU-SIS request form to the employee who then signs electronically and returns. Shakira submits the form to Dorothy Garrison-Wade for her approval.
+      * Dorothy and Shakira receive notice that the new Lecturer has CU-SIS approval **(can take up to 30 days). **  Shakira can then add the new Lecturer to the schedule.
+  - **Online trainings:**  Discrimination and Sexual Misconduct, Information Security and Privacy Awareness
+  - **Welcome email with payroll paperwork **– SEHD HR makes an appointment with the new hire/rehire to collect payroll paperwork.
+  - **Offer letter & Handbook ****–**About five to six weeks before the start of each term, SEHD HR generates lecturer contracts and sends them via email to the lecturer’s university email account (see **Appendix D**  for Lecturer Appointment/Offer Letter Administrative Process.)
+Shakira will submit the GFA paperwork to the Curriculum Committee (CV, letter of recommendation, faculty letter of support).* Shakira will update the GFA Master Spreadsheet with new Lecturer information once approvals are received from the Curriculum Committee and Associate Dean.
-) -Employment Conditions
+Following the completion of the background check, Shakira will work on the CU SIS/CANVAS setups. It may take the Course Registrar several weeks to grant this access.
-**3)** **-Less Relevant Skills**
+==== "Future pool" Lecturers ====
-**4)** **-Less Relevant Education**
+It is possible to complete all of the paperwork for a new hire in anticipation of a class being offered to them in a future semester. This would allow the hiring requirements to be completed and saved on file. SEHD HR will work through all the onboarding steps and set up the employee ID and email address. Then we wait to see if a class is available for them to teach before setting up the payments. If you are interested in this option, please select this button underneath "Term" on [[https://ucdenverdata.formstack.com/forms/sehd_hr_new_hire|the Hire Request Form]]: "No immediate teaching assignment right now. Please add to pool for teaching in future terms"
-**5)** **-Less Relevant Experience**
+==== Retirees have some additional special policy and timing considerations. ====
-) -Unsatisfactory Employment \Record
+If the person you are interested to welcome as a Lecturer is a PERA or CU retiree, or intends to retire soon, please review the related policy, APS 5054 here: [[https://www.cu.edu/ope/aps/5054|https://www.cu.edu/ope/aps/5054]]
-- **//Program://**  **When you have selected your new hire(s)/rehire(s), complete the “Lecturer Hire” request form on** [[http://impact.ucdsehd.net/knowledgebase/new-hire-form/|**Impact**]]. **(NEW!)**
+Please contact SEHD HR ([[sehdhr@ucdenver.edu|sehdhr@ucdenver.edu]]) with questions about the hiring process.
-a. You will need to upload a letter of support (see **Appendix C** for samples) and an external reference letter (through CU Careers – see **Appendix D** for instructions) when submitting the online form.
+===== Samples Letter of Support from Program =====
-**//b.//**  A caution – please do not promise anything – **//make sure finalists are clear that changes can happen up to the last moment or the class could be canceled, so we cannot ever guarantee that they will teach in a particular semester.// **
+**Sample 1 – ****Initial Request for GFA Approval**<WRAP center round box 60%>
-- **//SEHD Admin://**  New lecturers can expect approximately EIGHT different emails.
+Members of the Curriculum and Program Committee:
+**[Insert program name]**  is requesting that the following person be given an initial Graduate Faculty Appointment to teach the indicated courses at CU Denver for the following academic year:
-- **Initial forms** – background check (BG), personal data (PD), and Lecturer Handbook.
+Candidate Name: __ Field of Expertise: _____ Course(s) to be taught: ___
-* What to expect – multiple emails and from \whom
+The CV submitted on verifies that the candidate has a Master’s degree in a relevant field, and the program has reviewed the candidate’s qualifications and determined that the candidate has the necessary skills, knowledge and pedagogy with adult learners to be successful. The candidate has demonstrated qualifications for this limited graduate faculty appointment based upon her scholarship and through **[provide brief narrative presenting basis for recommending this candidate for GFA status]**.
-* Upon receipt of PD form, SEHD HR generates the email/portal account, usually within 24-48 hours (unless a large lead time is given and there is no urgency – then it may take longer).SEHD HR submits BG to UCD Campus HR.
-* Campus HR will email the new employee regarding background check results.
-- '''Email/portal access – '''Jessica sends account claiming instructions (cc: Shakira Anderson for CU-SIS access and Rachel Cornelius for Live Text access)
+**[FOR PERSONS SEEKING GFA STATUS FOR COURSES RELATING TO LICENSURE, ENDORSEMENT, CERTIFICATION OR DEGREE. An additional letter of recommendation has been submitted by _ in support of this candidate.]**
-- **CU-SIS request form**
+This candidate has a demonstrated record of student satisfaction through **[please provide narrative showing evidence of effective work with adult learners (through leading professional development, seminars, etc.)].**
-Shakira sends the electronic CU-SIS request form (cc: Jessica Coon) to the employee who then signs electronically and returns. Shakira submits the form to Dorothy Garrison-Wade for her approval.
+Sincerely,
-Dorothy, Shakira, and Jessica receive notice that the new Lecturer has CU-SIS approval (can take up to 30 days). Shakira can then add the new Lecturer to the schedule.
+</WRAP>
-- **Online new faculty orientation** (ADA, assessment and alignment)
+**Sample 2 – Renewal of GFA Appointment**<WRAP center round box 60%>
+Members of the Curriculum and Program Committee:
-- **Online training** (discrimination and harassment)
+**[Insert program name]**  is requesting that the following person be given a renewal Graduate Faculty Appointment to teach the indicated courses at CU Denver during the following three academic years:
+Candidate Name: __ Field of Expertise: _____ Course(s) to be taught: ___
-- '''Welcome email with payroll paperwork '''– Jessica makes an appointment with the new hire/rehire to collect payroll paperwork.
+The CV submitted on verifies that the candidate has a Master’s degree in a relevant field, and the program has reviewed the candidate’s qualifications and determined that the candidate has the necessary skills, knowledge and pedagogy with adult learners to be successful. The candidate has demonstrated qualifications for this limited graduate faculty appointment based upon her scholarship and through **[provide brief narrative presenting basis for recommending this candidate for GFA status].**
+**[FOR PERSONS SEEKING GFA STATUS FOR COURSES RELATING TO LICENSURE, ENDORSEMENT, CERTIFICATION OR DEGREE. An additional letter of recommendation has been submitted by _ in support of this candidate.]**
-- '''Offer letter – '''About five to six weeks before the start of each term, SEHD HR generates lecturer contracts and sends them via email to the lecturer’s university email account (see **Appendix E** for Lecturer Appointment/Offer Letter Administrative Process.)
+This candidate has a demonstrated record of student satisfaction through course and instructor FCQs ratings of 4.0 or greater for previous courses. **(If this is not true, program should provide narrative explaining how the issue of student satisfaction is being addressed)**
-)**Academic Services welcome and resources** – All new lecturers are required to attend the lecturers orientation which is offered in the fall and spring of each year. Jessica Coon will welcome new lecturers and notify lecturers of the orientation date and time. The orientation is facilitated by Dorothy Garrison-Wade, Associate Dean for Faculty Affairs. It will include the lecturer handbook, teaching strategies, technology tips, canvas support, assistance in navigating CUSIS & grading, and LiveText login and training. New lecturers should meet with program leaders for assistance with book orders. FCQs will be closely monitored by the Dorothy Garrison-Wade, Associate Dean of Faculty Affairs; lecturers will be contacted by the program leaders if there are concerns. If lecturers have questions and/or need additional support, please contact your program representative or Dorothy Garrison-Wade at <DOROTHY.GARRISON-WADE@UCDENVER.EDU>.
+Sincerely,
-- **//Course Coordinator://**  At the same time that HR sends the initial forms to the new Lecturer, Shakira will submit the GFA paperwork to the Curriculum Committee (CV, letter of recommendation, faculty letter of support).* Shakira will update the GFA Master Spreadsheet with new Lecturer information once approvals are received from the Curriculum Committee and Associate Dean.
+</WRAP>
+====== Lecturer Appointment/Offer Letter Administrative Process ======
-- **//SEHD HR://**  Jessica will follow up on mandatory trainings and new faculty orientation, and fully signed offer letters.
+//(this format is changing from a table to a list in spring 2025 for digital accessibility and to head off wiki formatting snafus)//
-//*The CV and external support letter will be pulled from the candidate’s CU Careers application, and uploaded with the faculty letter of support to Box for Curriculum Committee review.//
+**One week before the last curriculum committee meets **  (Summer and Fall deadline is April, Spring deadline is Nov)
-====== Lecturer Appointment/Offer Letter Administrative Process ======
-|**6 WEEKS BEFORE START OF TERM**   |   |Shakira  |   |Hilary  |   |Hiromi  |   |Jessica  |   |**5 WEEKS BEFORE START OF TERM**   |   |Tricia & Jessica  |   |**2-6 WEEKS BEFORE START OF TERM** |   |Shakira  |   |**4 WEEKS BEFORE START OF TERM**   |   |Shakira  |   |Program Leaders  |   |Jessica  |   |**2 WEEKS BEFORE START OF TERM**   |   |Shakira, Rebecca & Dorothy  |   |Program Leaders  |   |**1-2 WEEKS BEFORE START OF TERM** |   |Jessica  |   |**START OF CLASSES!**   |   |**CENSUS DATE**   |   |Shakira  |   |Hiromi  |
+- Program leads (PLs) complete the Hire Request formstack for each new hire. Jenna and SEHD HR works on hiring steps for new hires.
-====== APPENDIX A: Pattern of Organization ======
+**8 weeks before start of term **
-[[http://sehd.ucdenver.edu/impact/files/SEHD-Org-Chart-2017.pdf|http://sehd.ucdenver.edu/impact/files/SEHD-Org-Chart-2017.pdf]]
+- Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans (AD’s), and copies SEHD HR
+- Program Leads complete the Hire Request formstack for each TA hire, as courses reach [[https://wiki.cu.studio/handbooks/pattern_of_administration#enrollment_and_scheduling_policies|the approved student enrollment count.]]
+- Jenna provides D2/CPE appointment list to Hiromi and sends offer letters.
+- SEHD HR creates master spreadsheet for D1 offer letters (from Shakira’s enrollment reports and new hire formstacks) and works with Shakira and Tricia on any discrepancies and questions. SEHD HR cross-checks information with list of CPE employees for anyone over the two-course limit and then notifies Jenna and Program Leader. SEHD HR works on hiring steps for brand new hires.
+**5 weeks before start of term **
+- Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR.
+- SEHD HR reviews hiring requests with the Dean, then generates D1 Lecturer/GPTI/TA contracts (offer letters/LOOs) using mail merge and sends them via email to the employee’s university email account.
+**2-6 weeks before start of term **
+- Shakira emails students of canceled courses and copies advisor and program lead.
+- Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.
+**4 weeks before start of term **
+- Enrollment Report – Shakira notifies Program Leaders, ADs, Sandy and SEHD HR of possible cancellation (fall, spring, summer) and prorate status updates (summer only).
+- Program Leaders need to respond to Shakira whether to cancel (fall, spring, summer) or to accept possible prorates (summer only).
+**2-3 weeks before start of ter****m (depending on holidays) - Final Decisions Due**
+- Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. SEHD HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term). \\  \\ //SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2, with CC to: PL, Hiromi, Tricia, Shakira.//
+**Start of term - [[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]**
+<code>
+\\  - Shakira sends final enrollment report (previously census report) to SEHD HR, Dorothy & the Dean.  \\    \\  - Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts.  \\    \\  //SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 ONLY to those whose prorate will increase based on final enrollment report , CC: Tricia, Hiromi, PL.//
+</code>
+**After term is underway **- SEHD HR follows up with D1 employees who have not returned signed offer letters. - Jenna follows up with D2 employees who have not returned signed offer letters
+|   \\
+   Summer and Fall deadline is Apr 30 \\  \\
+   Spring deadline is Nov 30|   \\
+   Program Lead, \\  \\
+   Jenna & SEHD HR|   \\
+   Program leads (PLs) complete the Hire Request formstack for each new hire. \\  \\
+   Jenna and SEHD HR works on hiring steps for new hires.|
+|   \\
+weeks before start of term|   \\
+   Shakira|   \\
+   Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans (AD’s), and copies SEHD HR.|
+| |   \\
+   Jenna|   \\
+   Jenna provides D2/CPE appointment list to Hiromi & sends offer letters.|
+| |  SEHD HR|   \\
+   SEHD HR creates master spreadsheet for D1 offer letters (from Shakira’s enrollment reports new hire formstacks) and works with Shakira on any discrepancies and questions (copy Tricia).|
+| |  SEHD HR|   \\
+   SEHD HR cross-checks information with list of CPE employees for anyone over the two-course limit and then notifies Jenna and Program Leader.|
+| |   \\
+   Program Lead & \\  \\
+   SEHD HR & Jenna|   \\
+   Program Lead completes the Hire Request formstack for each TA hire, as courses reach the approved student enrollment count. HR works on hiring steps for new hires for D1 & Jenna works on hiring steps for D2 as usual.|
+|   \\
+weeks before start of term|   \\
+   Shakira|   \\
+   Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR.|
+| |   \\
+   SEHD HR|   \\
+   SEHD HR generates D1 Lecturer/GPTI/TA contracts (letters of offer) using mail merge and sends them via email to the employee’s university email account.|
+|   \\
+-6 weeks before|   \\
+   Shakira|   \\
+   Shakira emails students of canceled courses and copies advisor and program lead.|
+| | |   \\
+   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.|
+|   \\
+weeks before|   \\
+   Shakira & Program Leaders|   \\
+   Enrollment Report – Shakira notifies Program Leaders, ADs, Sandy and SEHD HR of possible cancellation and prorate status updates. Program Leaders need to respond to Shakira whether to cancel or accept possible prorates.|
+|   \\
+weeks before|   \\
+   Shakira & ADs & Program Leaders & SEHD HR|   \\
+   Final Decisions – Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term). \\  \\
+   SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2 based on information from Shakira, CC: PL, Hiromi, Tricia, Shakira.|
+| | |   \\
+   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.|
+| | | \\ **[[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]** |
+|   \\
+   Census date \\  \\
+   Census report to HR|   \\
+   Shakira, SEHD HR|   \\
+   Shakira sends census enrollment report to SEHD HR, Dorothy & the Dean. \\  \\
+   Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts. \\  \\
+   SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 to those whose prorate will increase based on census, CC: Tricia, Hiromi, PL.|
+| |   \\
+   SEHD HR & Jenna|   \\
+   SEHD HR follows up with D1 employees who have not returned signed offer letters. \\  \\
+   Jenna follows up with D2 employees and TAs who have not returned signed offer letters.|
+| | | |
+====== APPENDIX A: Pattern of Organization ======
-\\
+[[:documents:sehd-org-chart.pdf|sehd-org-chart.pdf]]