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handbooks:pattern_of_administration

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handbooks:pattern_of_administration [2025/01/23 15:34] – Patricia Ballhandbooks:pattern_of_administration [2025/03/13 17:09] (current) – [Lecturer Appointment/Offer Letter Administrative Process] Kelley Patient
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 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). 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).
 +
  
 ===== Associate Deans ===== ===== Associate Deans =====
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 | \\ **Julie Oxenford O’Brian**, //Executive Director of Assessment and Program Improvement// | \\ **315-6352, **LSC 723| | \\ **Julie Oxenford O’Brian**, //Executive Director of Assessment and Program Improvement// | \\ **315-6352, **LSC 723|
 | \\ **Sandy Snyder-Mondragon**, //Asst. Dean of Student Success and Enrollment Management// | \\ **315-4979, **LSC 712| | \\ **Sandy Snyder-Mondragon**, //Asst. Dean of Student Success and Enrollment Management// | \\ **315-4979, **LSC 712|
 +
  
 ====== SEHD Service Areas ====== ====== SEHD Service Areas ======
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 303.315.4979\\ 303.315.4979\\
 [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]] [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]]
 +
  
 ===== Assessment and Program Improvement ===== ===== Assessment and Program Improvement =====
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 julie.obrian@ucdenver.edu\\ julie.obrian@ucdenver.edu\\
 303-315-6352 303-315-6352
 +
  
 ===== Finance and Budget ===== ===== Finance and Budget =====
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 |**Patricia Ball, **//Assistant Dean of Finance and Human Resources// |**315-4947, **LSC 1143| |**Patricia Ball, **//Assistant Dean of Finance and Human Resources// |**315-4947, **LSC 1143|
 |**Hiromi Agena**, //Associate Director of Finance// |**315-6320, **LSC 1121| |**Hiromi Agena**, //Associate Director of Finance// |**315-6320, **LSC 1121|
-|**Patricia Ball, **//Interim SEHD Grants and Contracts Administration// |**315-4947, **LSC 1143|+|**Sophie Eggert, **//SEHD Grants and Contracts Administration// |**315-4947, **LSC 1143|
 |**Daisy Salazar, **//Accountant// |**315-4921**, LSC 1122| |**Daisy Salazar, **//Accountant// |**315-4921**, LSC 1122|
 |**Keiko Goldman, **//Finance & HR Business Services Coordinator// |**315-4921**, LSC 1122| |**Keiko Goldman, **//Finance & HR Business Services Coordinator// |**315-4921**, LSC 1122|
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 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. 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 ====== ====== Human Resources and Payroll ======
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 ==== Workgroup Members & Major Responsibilities ==== ==== Workgroup Members & Major Responsibilities ====
  
-|**Patricia Ball** \\ //Assistant Dean of Finance and HR // |LSC 1143 \\ 303-315-4947 \\ [[PATRICIA.BALL@UCDENVER.EDU|PATRICIA.BALL@UCDENVER.EDU]]| | +**Patricia Ball, **//Assistant Dean of Finance and HR, //LSC 1143, 303-315-4947, [[PATRICIA.BALL@UCDENVER.EDU|PATRICIA.BALL@UCDENVER.EDU]] 
-|**Kelley Patient** \\ //Human Resources and Payroll Manager// | \\ 303-315-0010 \\  \\ 303-335-9567 \\  \\ [[KELLEY.PATIENT@UCDENVER.EDU|KELLEY.PATIENT@UCDENVER.EDU]]|Initiates personnel actions; including recruiting, hiring, promotions, staff additional pay, progressive discipline, etc. Responsible for staff performance management – professional plans and evaluations, coordinating lecturer pay, FML, Leave of Absence, Worker’s Comp, and Immigration.| + 
-|**Hiromi Agena** \\ //Associate Director of Budget and Finance// |LSC 1121 \\ 303-315-6320 \\ [[HIROMI.AGENA@UCDENVER.EDU|HIROMI.AGENA@UCDENVER.EDU]]|Handles faculty payrolls; including faculty additional pay and coordinating summer pay. Other duties include position budgeting, and faculty moving expense reimbursements.| +Oversees the Finance and Human Resources functions for the School of Education & Human Development. 
-|**Keiko Goldman** \\ //Finance & HR Business Services Coordinator// | \\ LSC 1147 \\ 303-315-0010 \\ [[KEIKO.GOLDMAN@UCDENVER.EDU|KEIKO.GOLDMAN@UCDENVER.EDU]] \\   \\  [[SEHDHR@UCDENVER.EDU|SEHDHR@UCDENVER.EDU]] \\   \\  [[SEHDFINANCE@UCDENVER.EDU|SEHDFINANCE@UCDENVER.EDU]]|  This role is split between Finance and HR functions. Support with Forms and recordkeeping, hiring paperwork and onboarding activities, and faculty searches.| + 
-|**Joseph Magoffe** \\ //HR and Payroll Coordinator// | \\ LSC 1142 \\ 303-315-6631 \\ [[joseph.magoffe@ucdenver.edu|joseph.magoffe@ucdenver.edu]] \\   \\  [[SEHDHR@UCDENVER.EDU|SEHDHR@UCDENVER.EDU]]|  Onboarding/off-boarding of all employees; student hiring (including TAs, GAs/RAs and graduate part-time instructors), payroll and time reporting; email/portal and sponsored user accounts.|+**Hiromi Agena, **//Associate Director of Budget and Finance, //LSC 1121, 303-315-6320, [[HIROMI.AGENA@UCDENVER.EDU|HIROMI.AGENA@UCDENVER.EDU]] 
 + 
 +Handles faculty payrolls; including faculty additional pay and coordinating summer pay. Other duties include position budgeting, and faculty moving expense reimbursements. 
 + 
 +**Kelley Patient, **//Human Resources and Payroll Manager, //303-335-9567, [[KELLEY.PATIENT@UCDENVER.EDU|KELLEY.PATIENT@UCDENVER.EDU]] 
 + 
 +Handles personnel actions including recruiting, hiring, promotions, staff additional pay, progressive discipline, staff performance management, coordinating D1 lecturer pay, leaves, and immigration. 
 + 
 +**Keiko Goldman, **//Finance & HR Business Services Coordinator, //LSC 1147, 303-315-0010, [[KEIKO.GOLDMAN@UCDENVER.EDU|KEIKO.GOLDMAN@UCDENVER.EDU]], [[SEHDFINANCE@UCDENVER.EDU|SEHDFINANCE@UCDENVER.EDU]] 
 + 
 +This role is split between Finance and HR functions. For HR, handles forms and recordkeeping, hiring paperwork and onboarding activities, and hr-related processes for faculty. 
 + 
 +**Joseph Magoffe, **//HR and Payroll Coordinator, //LSC 1142, 303-315-6631, [[joseph.magoffe@ucdenver.edu|joseph.magoffe@ucdenver.edu]], [[SEHDHR@UCDENVER.EDU|SEHDHR@UCDENVER.EDU]] 
 + 
 +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. 
  
 ===== Human Resources, Payroll and Benefits: A-Z ===== ===== Human Resources, Payroll and Benefits: A-Z =====
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 ==== Auraria Early Learning Center ==== ==== Auraria Early Learning Center ====
  
-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 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. 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.
  
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 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. 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.
  
-**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.+**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.
  
 **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. **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.
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 **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. **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.
  
-**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. \\  \\ **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.+**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.\\ 
 +\\ 
 +**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 \\  \\ 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+**Assistant Professor**, Clinical Teaching Track\\ 
 +\\ 
 +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 \\  \\ 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.+**Associate Professor**, Clinical Teaching Track\\ 
 +\\ 
 +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.
  
-**Professor**, Clinical Teaching Track \\  \\ 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.+**Professor**, Clinical Teaching Track\\ 
 +\\ 
 +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: For more information, please see:
  
-**Regent Laws and Policies: **  [[https://www.cu.edu/regents/policy-5l-policy-approved-faculty-titles|Regent Policy 5: Faculty]], [[https://www.cu.edu/ope/aps/5060|Administrative Policy Statement 0560 Appedix A: Faculty Titles]]+**Regent Laws and Policies: ** [[https://www.cu.edu/regents/policy-5l-policy-approved-faculty-titles|Regent Policy 5: Faculty]], [[https://www.cu.edu/ope/aps/5060|Administrative Policy Statement 0560 Appedix A: Faculty Titles]]
  
-**Office Faculty Affairs and Undergraduate Enrichment: **  [[https://www1.ucdenver.edu/offices/faculty-affairs/about-us/schools-and-colleges|School Primary Unit Criteria]]+**Office Faculty Affairs and Undergraduate Enrichment: ** [[https://www1.ucdenver.edu/offices/faculty-affairs/about-us/schools-and-colleges|School Primary Unit Criteria]]
  
 ==== SEHD Policy on Faculty Qualifications ==== ==== SEHD Policy on Faculty Qualifications ====
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 ==== Leave/Time Off (9-Month Faculty) ==== ==== Leave/Time Off (9-Month Faculty) ====
  
-Full-time nine-month faculty earn ½ month (11 business days) of sick leave at the beginning of each academic year. This is tracked manually by SEHD HR. Please notify the SEHD HR team if you must take any sick leave. If you will miss 3 days or more of work, please contact the SEHD HR Manager for __[[https://www1.ucdenver.edu/docs/librariesprovider188/employee-relations-performace/fmluniversityguidelines.pdf?sfvrsn=f3393eb9_2|FMLA information]]__or __[[https://www.cu.edu/ope/aps/5062#tabs-12|parental leave]]__information.+Full-time nine-month faculty earn ½ month (11 business days) of sick leave at the beginning of each academic year. This is tracked manually by SEHD HR. Please notify the SEHD HR team if you must take any sick leave. If you will miss 3 days or more of work, please contact the SEHD HR Manager for __[[https://www1.ucdenver.edu/docs/librariesprovider188/employee-relations-performace/fmluniversityguidelines.pdf?sfvrsn=f3393eb9_2|FMLA information]]__ or __[[https://www.cu.edu/ope/aps/5062#tabs-12|parental leave]]__information.
  
 ==== Leave/Time Off (Staff and 12-Month Faculty) ==== ==== Leave/Time Off (Staff and 12-Month Faculty) ====
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 ==== Faculty Summer Pay ==== ==== 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. Teaching more than two courses requires Dean's approval and will be paid at Lecturer rate. 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. Summer pay distribution varies depending on individual assignments during the summer term of mid-May to mid-August. 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.+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. Teaching more than two courses requires Dean's approval and will be paid at Lecturer rate. 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 and July. 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.
  
 **SUMMER PAY & PRO-RATE CALCULATIONS FOR TENURED/TENURE-TRACK FACULTY** **SUMMER PAY & PRO-RATE CALCULATIONS FOR TENURED/TENURE-TRACK FACULTY**
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 For a search, we will ask you to provide funding information, an organizational chart for your team and a beginning job description for the role that we can work with as we go through the review process before posting. Please contact the SEHD HR team for assistance (e.g. with job descriptions and pay rates) or with any questions or comments. For a search, we will ask you to provide funding information, an organizational chart for your team and a beginning job description for the role that we can work with as we go through the review process before posting. Please contact the SEHD HR team for assistance (e.g. with job descriptions and pay rates) or with any questions or comments.
  
-Prior to starting the search process, all search committee member should have completed this course in Skillsoft in the past two years: CU Search Committee Training, Inclusive Recruiting Practices. Here is the link to the course (log in to your portal [[http://my.cu.edu|my.cu.edu]] first and then click: [[https://universityofcolorado.skillport.com/skillportfe/main.action?path=summary/CUSTOMER_DEFINED/_scorm12_cu_u00066_0001|https://universityofcolorado.skillport.com/skillportfe/main.action?path=summary/CUSTOMER_DEFINED/_scorm12_cu_u00066_0001]]) or go to your Skillsoft tile and use this exact search term to find the course: _ckgedit_QUOT__ckgedit> ===  Faculty Search Guidelines === The SEHD follows these steps in a faculty search: - The Dean appoints a search chair and committee, ensuring that there is diverse representation. - All search committee members must have completed the  required online CU search committee training  within the past two years. - Typically, a search orientation meeting is held (in-person, virtually, or hybrid) where the Dean gives a charge to the search committee, and the search process is reviewed. Representatives from the OE &/or our Associate Dean for EDI &/or a Search Advocate are usually invited. - Open faculty positions are typically posted for view in a variety of places including but not limited to: * CU automatically posts all positions in CU Careers, HigherEdJobs.com, InsideHigherEd.com and Colorado Workforce Center * SEHD also may post in the Chronicle of Higher Education, Diverse Issues in Higher Education, Hispanic Outlook, Linked In, and SEHD Impact * The search committee is encouraged to call and/or email targeted individuals * SEHD HR will provide recruiting packets with the announcement and program/school info for meetings or conferences as needed upon request * Committee members are encouraged to post on listservs of professional organizations and relevant professional journals  ==== Student Employment ====  For information on student employment - hiring process, definitions of employee types, job descriptions, pay rates, and user-friendly template forms - please view the  Student Hiring Guide    on Impact. A complete Hire Request form (ucdenverdata.formstack.com/forms/sehd_hr_new_hire) must be submitted PRIOR to any offer of employment or initiation of work. Contact the SEHD HR and Payroll Coordinator for assistance. The Student Employment website has a number of resources available: https://www.ucdenver.edu/lynxconnect/career-center/student-employment We want to especially highlight the limit of hours worked: 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: **Fall (16 weeks, August – December) – 25 hours/max (or 50 hours per biweekly pay period)****Spring (16 weeks, January – May) – 25 hours/max (or 50 hours per biweekly pay period)****Summer (10 weeks, June – August) – 40 hours/max**. In accordance with the Immigration and Naturalization Service (INS) regulations, international students may not work more than 20 hours per week—in total , regardless of the number of positions—while classes are in session during the Fall and Spring semesters. 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. 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. 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. **Supervisor Responsibility:**  Supervisors are responsible for communicating policy to their student employees. Students are 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. For biweekly students who track hours worked in MyLeave, the Supervisor will review and approve timesheets in MyLeave. The latest step-by-step guide is found here: https://www.cu.edu/docs/sbs-my-leave-supervisors. If you will be taking leave or time away from work, please set up a proxy for your timesheet approvals to ensure that your student employees are paid in a timely manner. S  teps to set up the proxy are found in the step-by-step guide, around page 5.  ==== Termination of Employment ====  When employees terminate employment, an official written notification which specifies the employee’s last day of employment to the supervisor and SEHD HR is required. SEHD HR will send an exit acknowledgement letter and an exit checklist to the employee. The employee will work with their supervisor, SEHD HR/Finance, SEHD IT and Ja'Net Hurt as needed for final business such as turning in keys, procurement/travel cards, ID badge, parking card, computer and tech equipment, and an office cleanout walkthrough. SEHD server/email access will generally be terminated at the end of the last date of employment. Retirees and CU alumni will have ongoing access to their University e-mail, along with limited portal access. Additional offboarding information is available here:  Leaving CU   ==== UCD Access Portal ====  **Leave Requests and Monthly Time Record (Staff and 12-month faculty)**  Instructions (OT Exempt) Instructions (OT Eligible; Hourly) How to access the leave reporting system: * Log-in to the UCD Access Employee Portal using campus username and password * 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 sehdhr@ucdenver.edu 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. **Online Trainings (mandatory for all employees, including student employees)**  The university requires all employees to take the following mandatory online trainings within three months of hire: * Discrimination and Sexual Misconduct * Information Security and Privacy Awareness The university also requires additional trainings depending on the position, and that list of trainings is found here: https://www.ucdenver.edu/offices/human-resources/learning-development/required-training**How to access the training courses:**  - Log-in to the UCD Access Employee Portal using campus username and password - 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 field, enter the desired course title to launch or add to your training plan. It is usually necessary to use the long code in bold below as the **exact search term **to find the course: * CU: Discrimination and Sexual Misconduct (Library ID number "**_scorm12_cu_u00067_0001**") * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**") **Updating Emergency Contacts, Mailing or Physical Address**  Log in to your 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. **Viewing Your Pay Advice**  Log in to your 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.  You can only make changes to your direct deposit account, once per day. If you need to save/update again, you will need to do so after midnight.  Changes made by the 10  th   of each month will take effect for that month's payroll.   ======  Information & Academic Technology ====== The Technology Team is your liaison with the University Office of Information Technology (OIT), the CU Office of Digital Education (ODE), CU Online, CU Denver Facilities, and any external vendors or partners connecting with SEHD systems. This team serves as your primary point of contact for the acquisition, installation, or repair of ANY/ALL technology and equipment housed within the SEHD. This includes computers, software, and equipment for employees, students, grants, and school operations. ===== Consulting ===== ==== Help ==== Send all technology requests to  SEHDHELP@UCDENVER.EDU  or call 303-315-6350. Automation & Efficiencies: Guidance with streamlining and automation of processes and operations. We connect the dots between available ways and means; technologies, people, data, procedures, integrations, OIT, Facilities, Canvas, etc.  ====  Data Security ==== 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. ==== Digital Teaching & Learning ==== Guidance on curriculum and course design for hybrid or online programs. Assistance, training and partnership on instructional design, effective practices, and experimentation with critical digital pedagogy. Liaison to activities and resources within the Office of Digital Education (ODE), CU Online, Faculty Professional Development, and ThinqStudio. ==== Employee Computing ==== Full time employees are provided a baseline computer and software setup at the point of hire with options for Mac or Windows; desktop or laptop 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. 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. Desktop computers are required to remain on-site within the SEHD. If you need to be mobile, request a laptop. The SEHD Technology Team will work with employees and programs on exceptions, configurations, peripherals, adaptations, funding, installation, and etc. ==== Employee Printing ==== 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 ==== Facilities ==== Guidance on facilities design and technology enhancement; smart rooms, video conferencing, digital signage, etc. Let us guide the design, installation, and maintenance. ==== Smartrooms ==== 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. Classrooms (LSC 600, LSC 648, LSC 700, LSC 745, LSC 1150) Conference Rooms (LSC 620, LSC 1148) Counseling Lab (CPCE - Tivoli) Learning Commons Lab (7th Floor) Learning Studio (LSC 1100) Mobile Lab (laptop cart) ==== Student Computing & Printing ==== Hardware, software and printing are available to all students in the 7th Floor Learning Commons. ==== Technology Purchasing & Selection ==== 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 approved and made via the SEHD Technology Team.**  All technology purchases are considered university property and will be inventoried, tagged, updated, tracked and returned to the university upon request. No more than 3 computing devices (desktops/laptops/tablets) may be attributed to one individual in the tech inventory. Technology for the home office is not supported or funded. Mobile technology may be supported and funded. No to home printers, scanners, monitors, etc. Yes to tablets, laptops, cameras, etc. Use of any university technology is mandated to follow appropriate-use as defined by law and  university policy.   ====  Web Development ==== Consult with us to build/find/integrate all of your web needs. We provide oversight for all SEHD web properties and platforms, including SEHD Home, SEHD IMPACT, and a variety of supplemental sites and platforms. ===== Technology Tools & Resources ===== ==== Canvas ==== 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   ====  Equipment Checkout ==== Laptops (Win, Mac, Chromebook), data projectors, tablets, web cams, and audio/video equipment are available for employee check-out. ==== Google Suite ==== Google Drive, Docs, Sheets, Slides, etc.  https://gsuite.google.com/   ====  GoReact ==== Online video coaching allows commenting and discussion embedded within video; ideal for video based discussions or video based feedback. Available in or out of Canvas.  https://get.goreact.com/   ====  hypothes.is ==== Web and PDF annotation for class and team discussions.  https://web.hypothes.is/   ====  MS Office 365 ==== 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   ====  Network Storage (on-campus) ==== Secure file storage with backups is available on-campus or with VPN; only available to CU employees - via the P:\ or Q:\ or T:\ drives. Storage space is a shared and limited resource, please use with professional discretion. See ShareFile for cloud based file storage. P drive Your personal file storage (10GB limit) Q drive SEHD shared file storage T drive Grants & projects shared file storage ==== Network Storage (ShareFile) ==== Cloud-based, secure file storage with backups; available off-campus and accessible to non-CU invitees. Storage space is a shared and limited resource, please use with professional discretion.  http://sehd.sharefile.com   ====  Qualtrics ==== Cloud-based surveys. Ucdenver.qualtrics.com. Contact  sehdhelp@ucdenver.edu  to request access.  ====  Remote Access (VPN) ==== 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   ====  Slack ==== Online team collaboration; email alternative.  https://slack.com/   ====  Voicemail ==== 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   ====  WordPress ==== Open source web blogging, web sites, and project sites. ==== Zoom ==== 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   =====  Contacts ===== Brad Hinson  BRAD.HINSON@UCDENVER.EDU  Assistant Dean of Information & Academic Technology Theo Zion THEO.ZION@UCDENVER.EDU Information Technology Specialist Matt Mitchell MATT.MITCHELL@UCDENVER.EDU System Administrator/Web Development Operations Rosanna Miiller-Salas ROSANNA.MILLERSALAS@UCDENVER.EDU Instructional Designer (PT)  ======  Diversity and Inclusion ====== 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. 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. 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. 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  Office of Diversity and Inclusion ).  ======  The Office of Recruitment & Outreach ====== SEHD aspires to attract a diverse, highly qualified, and critically engaged student body. Through proactive engagement of local, national and international communities, ORO provides general information about our school’s academic offerings, research, financial aid resources, and student support services. We accomplish this through superior customer service, proactive outreach and follow-up, information sessions, fairs, and pipeline programs offered throughout the calendar year. Faculty, staff, students and alumni participate regularly in all recruitment initiatives. Examples of events include: * High School Outreach Programs (i.e. Future Teacher Expo, PTeach Visits) * Program Information Sessions and Webinars * Recruitment Fairs & Conferences Please contact  Marlinda Hines  to partner on any of these events or if you have ideas for other recruitment or outreach activities.  =====  Marketing and Communications ===== 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  / 303-315-6339. The marketing office creates and help supports: * 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 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 ====== 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 including Aurora Public Schools, Denver Public Schools, Jeffco Public Schools, & Mapleton Public Schools 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 community colleges and local school districts in southern Colorado. The Office of Partnerships also facilitates a **Community-based Partnership Network**  with over 50 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 and EDHD MA program. 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 Teacher Education Collaborative Councils with our PDS networks, undergraduate residencies and community-based partners. In addition, the Office of Partnerships manages the placement matching and tracking processes, background finger-print processes, and Praxis tracking processes for all initial licensure students. 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. Office of Partnerships professional staff serve on the Teacher Education Leadership Team (TELT). Office of Partnership Staff include: * Cindy Gutierrez, Director * Rachel Cornelius, Office of Partnerships Coordinator & Teacher Education Manager * Jody Barker, Coordinator of Clinical Teacher Education * Antwan Jefferson, Faculty Liaison for Community-based Partnership Network ====== SEHD Initiatives for Education, Research, and Evaluation ====== ===== Assessment and Program Improvement ===== 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. 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. 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. **Assessment and Program Improvement Contacts**  | \\ **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 ===== **//Shannon Hagerman, Executive Director//**  The office of Continuing and Professional Education (CPE) supports the mission and vision of the School of Education and Human Development by managing the School’s cash-funded courses and programs. CPE annually offers over 400 off-campus courses, either free-standing or as part of a certificate, endorsement, or master’s degree. CPE also offers and online alternative teacher licensure program, ASPIRE to Teach. CPE supports professional learning needs of individual school teachers, administrators, and mental health professionals by offering credit- and non-credit based courses, modules, book studies and events to individuals, schools, and districts through CPE and EDU, CPE’s online professional learning division. Depending on the program, our credit transfers toward district and Colorado Department of Education (CDE) requirements for re-licensure, salary increase, and/or career advancement, as well as CDE endorsements and university degree programs. ===== The Evaluation Center ===== **//Bonnie Walters, Executive Director//**  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. ===== PARA Center ===== **//Ritu Chopra, Executive Director & Assistant Research Professor//**  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. ===== Center for Practice Engaged Education Research (C-PEER) ===== **//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor//**  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. 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. ===== Faculty Research Support Center ===== The School of Education & Human Development Faculty Research Support Center was designed to respond to the research and funding needs of faculty. It brings coherence, support and continuity to research efforts by creating a space and a place for research development and services. The Faculty Research Support Center’s mission is to assist in establishing a strong research record for each SEHD faculty member in a disciplined, sustained and focused approach to inquiry that has the potential to impact knowledge in the field and practice in the educational community. The center accomplishes this by (1) providing a space in which research activities are highlighted, supported and nurtured and (2) being responsive to faculty research interests.​​ ====== Administration of the SEHD ====== ===== Leadership Team ===== 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 ===== The Administrative and Management (A&M) Team consists of the Dean, the Associate Deans, and the following staff positions: Assistant Dean for Finance, Assistant Dean of Diversity, and Inclusion, Assistant Dean for Information and Academic Technology, Administrative Assistant to the Dean, Administrative Assistant to the Associate Deans, Human Resources and Budget Director, Marketing Director, Director of Academic Services, Director of Recruitment and Outreach, Executive Director of Accreditation and Program Effectiveness, Executive Director of Continuing and Professional Education and Business Manager for Continuing and Professional Education. The main focus of the A & M Team is operational efficiency and cross-functional communication. The scope of issues this group works with is wide, including: keeping track of and producing, when needed, many kinds of information, ranging from the availability of classrooms for a given course to budget allocations for the entire School; interacting with those outside the School and guiding them to the appropriate member of the School; problem‐solving in order to help achieve School goals; and ensuring that decision‐makers (e.g. Dean, members of committees, individual faculty members) have information required for decisions. The Dean monitors the effective functioning of these positions and reconfigures staff assignments as needed. This team meets bi-weekly on a year-round schedule. ===== Leadership and Finance Team ===== The committee will be convened by the Dean and elected by the faculty (see by-laws for composition) to promote implementation of the SEHD’s mission and strategic plan through broad-based strategic leadership. The team meets bi-weekly; faculty can submit agenda items for the Leadership and Finance Team to discuss and can find minutes of all meetings on the SEHD Impact page. ===== Program Leaders Team ===== Each program nominates a faculty member to serve as program representative. The Program Leaders Team meets bi-monthly to coordinate across program areas, to develop strategic goals across the School, and to raise issues of concern to their faculty colleagues. In addition, the Program Leaders serve as main contacts for the Academic Services staff, as conveners of their program faculty and as distributors of the administrative work of the area. ===== Staff Advisory Council ===== The Staff Advisory Council (SAC) provides a means for the exchange and dissemination of information among staff, and to promote unity and cooperation among all employees of the SEHD. SAC members are elected by SEHD staff, and membership of the council shall strive to include a representative selection of SEHD staff at all geographic locations (ideally one staff member from each floor and the Denver Place location and two at-large members). The SAC Vice Chairs also serve as rotating members of the Leadership Team with additional SAC board members attending other leadership and management team meetings on a rotating basis as requested by the dean. Additional information can be found at  http://sehd.ucdenver.edu/staffadvisorycouncil/   ===== Faculty and Staff Committees =====  **//See SEHD Bylaws and Faculty Handbook//**  ====== Operations ====== ===== Calendar-Related Activities ===== ==== University Calendar-Related Terms ==== - **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 ===== 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. ====== Course Schedule Submission Deadlines ====== 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. **__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. 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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 **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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 **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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 **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 . ==== 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 =====  ==== 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 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 ===== - 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. - **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. **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 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. * To hire a TA, the program leader should submit the  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 =====  ==== Type A Instruction ==== **//(See  #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. - 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. - 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. - 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. ==== 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. ==== 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 (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 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 =====  ==== Type A Instruction ==== - 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 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. - 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 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. ===== Non-Tenure Track Faculty: Academic Year (AY) Teaching Loads ===== **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 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. - 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. - Non-Tenure Track faculty may be assigned administrative responsibilities as a percentage of their assigned workload. The Dean must approve such assignments. ===== Teaching Pay ===== 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 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 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. ===== Retired Faculty ===== Teaching rate for retired faculty with Emeritus status is $6000 per course. ===== Non-Tenure Track Faculty: Summer Teaching Loads and Pay ===== ==== Non-Tenure Track Faculty with Academic Year Appointments ==== 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. ==== 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 ===== 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. 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. 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.” ===== Practica/Internship for all Faculty ===== 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. * 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. * 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. * 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. * 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 ===== When SEHD faculty partner with school districts or agencies on major CPE professional development initiatives to provide certificate, endorsement or degree programs in a district, they may qualify for a partnership coordination stipend if 1) the initiative has the financial capacity to produce funds to cover a stipend, and 2) the faculty member’s service is significantly beyond normal expectations. Compensation is considered only for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Because coordination needs are typically greater at the beginning of a partnership, stipends may vary as the work requirements change in ongoing partnerships. ==== Financial Capacity ==== 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. * //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. * 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 * //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. * **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. 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. ====== Assessments and Surveys: Data Collection and Reporting ====== ==== ASSESSMENT ==== 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. 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. ==== DATA COLLECTION ==== 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 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  if you require access. Assessment office staff members also participate in the University Survey Working Group serving as a liaison for faculty and staff to this group. ==== PROGRAM IMPROVEMENT, DATA DASHBOARDS/INTERNAL REPORTING ==== 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: * Student application, enrollment and completion dashboards are available at 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. * Student program assessment results/reports are available through LiveText by Watermark (you must sign-in to your account). * Survey data collected by SEHD Assessment office are available through the SEHD section of https://tableau.ucdenver.edu. 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. ==== ACCREDITATION/REAUTHORIZATION and EXTERNAL REPORTING ==== 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. 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). 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). ==== SPECIAL DATA REQUESTS ==== 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  ====== Supplemental Compensation and Financial Conflict of Interest ======   https://www.cu.edu/regents/Policies/Policy5D.htm  The University will not pay for such extra services [performed by full-time faculty members] except in cases where an unusual amount of time is required outside the faculty member's regular duties and then only [if] arrangements have been made in advance for the work and an understanding arrived at concerning the amount of pay to be received. Arrangements for additional remuneration for extra work must be approved in writing by the dean of the faculty member's school or college. 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 - 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 Policy 2-K. [For officers and exempt professionals, see 11.F.1.] writing by the President as defined in Regent Policy 3-J (A). ===== Additional Remuneration for Consultative Services ===== https://www.cu.edu/regents/Policies/Policy5E.htm Faculty consultation work is a desirable and legitimate function, serving to keep faculty abreast of their professions and should be encouraged. Such work must not interfere with the educational processes of the University. (See Regent Policy 3 B and 3 D) 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. Outside work during leaves of absence shall be of concern only to the individual and the entity by which he/she is employed. Normally, university facilities shall not be used for faculty members’ outside work. However, faculty members may make contractual arrangements to rent university facilities at fair-market rates using campus-approved procedures. Faculty members shall not use university resources to advertise their availability for private consultation practice. Separate policies may apply to faculty members in Chancellor-approved practice plans. 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 ===== See Regents Policy 1C: 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. Conflicts of interest may also arise in the context of gifts, travel, and entertainment. University employees are expected to conduct themselves so as to ensure that their positions are not misused for private gain with respect to the acceptance of gifts and the undertaking of university-related travel or entertainment. University employees may not solicit, accept, or agree to accept any benefit that is intended to influence the employee in the performance of his or her university duties.  ====== Grievances ======   http://www.ucdenver.edu/faculty_staff/faculty/faculty-affairs/policies-forms/Pages/default.aspx  ===== Faculty Grievances ===== Faculty members have access to school processes and procedures. In addition, the Ombudsmen Officeand the Faculty Council Privilege and Tenure Committee offer avenues for faculty members to seek advice and/or file grievances. **Salary Grievances**  Faculty members have access to school/college/library processes and procedures. In addition, the Ombudsmen Officeand the Faculty Council Privilege and Tenure Committee offer avenues for faculty members to seek advice and/or file grievances. On the Denver Campus, Institutional Research (IR) conducts a salary equity regression analysis annually to identify women and minority faculty members who may have inequitable salaries. The results of the analyses are given to the Deans, who make decisions about salary adjustments. **Faculty Misconduct**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 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 After the final decision, the candidate may choose to file a grievance with the university’s Privilege and Tenure Committee. There is an allowable time frame for such a grievance. (See Regent Policy 5-H: https://www.cu.edu/regents/Policies/Policy5H.htm) ===== Sexual Harassment ===== https://www.cu.edu/policies/aps/hr/5014.pdf 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 ===== Students should refer to the Student Academic Appeal Process on the Current Student Resources web page at http://www.ucdenver.edu/academics/colleges/SchoolOfEducation/CurrentStudents/Resources/Pages/CurrentResources.aspx. ===== Grievances by Staff Members ===== For Classified Staff: Refer to the State of Colorado website at https://www.colorado.gov/pacific/dhr/dispute. University Staff (F.K.A. Exempt Professional Staff): Contact Human Resources.  ====== Lecturer Hiring and Appointments ===== = ===== Guiding principles ===== * 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 **//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 22, 2024.**  * Teaching in Spring semester – submit Hire Request Form details by **November 30, 2023.****//Program://**  Maintain list of courses for which you may need instructors. * 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 //** //** and have been approved by SEHD HR ** //**//.//** **//SEHD HR: //**  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  CU Careers . **//Program://**  Keep SEHDHR@ucdenver.edu informed of where you are in your search process: - Review applications - Identify finalists - Conduct interviews - Request reference letters - Hire **//Program://**  Notify SEHDHR@ucdenver.edu when any of the candidates should be sent a regret notice (see **Appendix A**  for sample). Please indicate one of the following reasons for non-selection for **//each//**  candidate (most common reasons are in **bold**): * Applicant Not Interested * Employment Conditions * **Less Relevant Skills**  * **Less Relevant Education**  * **Less Relevant Experience**  * Unsatisfactory Employment Record **//Program://** **When you have selected your new hire or rehire (someone who has not taught for us within the last 3 years), complete the “Human Resources Hire Request - Lecturer Hire” request form on ** **Impact******. **  - You will need to upload a letter of support (see **Appendix B**  for samples) and an external reference letter when submitting the online form. External reference letters must come directly from the reference provider to the Program Lead. - **//Please make sure finalists are clear that changes can happen up to the last moment or the class could be canceled, so we cannot guarantee that they will teach in a particular semester.//** **//SEHD Admin://**  New lecturers can expect several different emails. - **Initial forms**  – background check (BG), personal data (PD). * Upon receipt of PD form, SEHD HR generates the email/portal account, usually within 2 days (unless a large lead time is given and there is no urgency – then it may take longer). * Applicant submits BG 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.) **//Scheduling and Curriculum Manager://**  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. **//SEHD HR://**  Will follow up on mandatory trainings and new faculty orientation, and fully signed offer letters. //*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.//   ===== Samples Letter of Support from Program ===== **Sample 1 – ****Initial Request for GFA Approval**<WRAP center round box 60%> 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: Candidate Name: __  Field of Expertise: _ Course(s) to be taught: ___ 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.]**  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.)].**  Sincerely, </WRAP> **Sample 2 – Renewal of GFA Appointment**<WRAP center round box 60%> Members of the Curriculum and Program Committee: **[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: ___+Prior to starting the search process, all search committee member should have completed this course in Skillsoft in the past two years: CU Search Committee Training, Inclusive Recruiting Practices. Here is the link to the course (log in to your portal [[http://my.cu.edu|my.cu.edu]] first and then click: [[https://universityofcolorado.skillport.com/skillportfe/main.action?path=summary/CUSTOMER_DEFINED/_scorm12_cu_u00066_0001|https://universityofcolorado.skillport.com/skillportfe/main.action?path=summary/CUSTOMER_DEFINED/_scorm12_cu_u00066_0001]]) or go to your Skillsoft tile and use this exact search term to find the course: "" 
 + 
 +=== Faculty Search Guidelines === 
 + 
 +The SEHD follows these steps in a faculty search: 
 + 
 +  - The Dean appoints a search chair and committee, ensuring that there is diverse representation. 
 +  - All search committee members must have completed the[[https://www1.ucdenver.edu/offices/human-resources/learning-development/required-training| required online CU search committee training]] within the past two years. 
 +  - Typically, a search orientation meeting is held (in-person, virtually, or hybrid) where the Dean gives a charge to the search committee, and the search process is reviewed. Representatives from the OE &/or our Associate Dean for EDI &/or a Search Advocate are usually invited. 
 +  - Open faculty positions are typically posted for view in a variety of places including but not limited to: 
 + 
 +  * CU automatically posts all positions in CU Careers, HigherEdJobs.com, InsideHigherEd.com and Colorado Workforce Center 
 +  * SEHD also may post in the Chronicle of Higher Education, Diverse Issues in Higher Education, Hispanic Outlook, Linked In, and SEHD Impact 
 +  * The search committee is encouraged to call and/or email targeted individuals 
 +  * SEHD HR will provide recruiting packets with the announcement and program/school info for meetings or conferences as needed upon request 
 +  * Committee members are encouraged to post on listservs of professional organizations and relevant professional journals 
 + 
 +==== Student Employment ==== 
 + 
 +For information on student employment - hiring process, definitions of employee types, job descriptions, pay rates, and user-friendly template forms - please view the {{:human:sehd_student_hiring_guide_072320.pdf|Student Hiring Guide }}  on Impact. A complete Hire Request form ([[https://ucdenverdata.formstack.com/forms/sehd_hr_new_hire|ucdenverdata.formstack.com/forms/sehd_hr_new_hire)]] must be submitted PRIOR to any offer of employment or initiation of work. Contact the SEHD HR and Payroll Coordinator for assistance. 
 + 
 +The Student Employment website has a number of resources available: [[https://www.ucdenver.edu/lynxconnect/career-center/student-employment|https://www.ucdenver.edu/lynxconnect/career-center/student-employment]] 
 + 
 +We want to especially highlight the limit of hours worked: 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: 
 + 
 +**Fall (16 weeks, August – December) – 25 hours/max (or 50 hours per biweekly pay period)** 
 + 
 +**Spring (16 weeks, January – May) – 25 hours/max (or 50 hours per biweekly pay period)** 
 + 
 +**Summer (10 weeks, June – August) – 40 hours/max**. In accordance with the Immigration and Naturalization Service (INS) regulations, international students may not work more than 20 hours per week—in total , regardless of the number of positions—while classes are in session during the Fall and Spring semesters. 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. 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. 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. **Supervisor Responsibility:** Supervisors are responsible for communicating policy to their student employees. Students are 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. For biweekly students who track hours worked in MyLeave, the Supervisor will review and approve timesheets in MyLeave. The latest step-by-step guide is found here: [[https://www.cu.edu/docs/sbs-my-leave-supervisors|https://www.cu.edu/docs/sbs-my-leave-supervisors]]. If you will be taking leave or time away from work, please set up a proxy for your timesheet approvals to ensure that your student employees are paid in a timely manner. S <font 11pt/inherit;;inherit;;inherit>teps to set up the proxy are found in the step-by-step guide, around page 5.</font> 
 + 
 +==== Termination of Employment ==== 
 + 
 +When employees terminate employment, an official written notification which specifies the employee’s last day of employment to the supervisor and SEHD HR is required. SEHD HR will send an exit acknowledgement letter and an exit checklist to the employee. The employee will work with their supervisor, SEHD HR/Finance, SEHD IT and Ja'Net Hurt as needed for final business such as turning in keys, procurement/travel cards, ID badge, parking card, computer and tech equipment, and an office cleanout walkthrough. SEHD server/email access will generally be terminated at the end of the last date of employment. Retirees and CU alumni will have ongoing access to their University e-mail, along with limited portal access. 
 + 
 +Additional offboarding information is available here: [[https://www.cu.edu/employee-services/benefits-wellness/leaving-cu/leaving-cu-human-resources|Leaving CU]] 
 + 
 +==== UCD Access Portal ==== 
 + 
 +**Leave Requests and Monthly Time Record (Staff and 12-month faculty)** 
 + 
 +[[http://sehd.ucdenver.edu/impact/files/MyLeave-Exempt-Instructions.pdf|Instructions (OT Exempt)]] 
 + 
 +[[http://sehd.ucdenver.edu/impact/files/MyLeave-Non-Exempt-Instructions.pdf|Instructions (OT Eligible; Hourly)]] 
 + 
 +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 
 + 
 +* 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 [[sehdhr@ucdenver.edu|sehdhr@ucdenver.edu]] 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. 
 + 
 +**Online Trainings (mandatory for all employees, including student employees)** 
 + 
 +The university requires all employees to take the following mandatory online trainings within three months of hire: 
 + 
 +  * Discrimination and Sexual Misconduct 
 +  * Information Security and Privacy Awareness 
 + 
 +The university also requires additional trainings depending on the position, and that list of trainings is found here: [[https://www.ucdenver.edu/offices/human-resources/learning-development/required-training|https://www.ucdenver.edu/offices/human-resources/learning-development/required-training]] 
 + 
 +**How to access the training courses:** 
 + 
 +- Log-in to the [[https://portal.prod.cu.edu/UCDAccessFedAuthLogin.html|UCD Access Employee Portal]] using campus username and password 
 + 
 +- 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 field, enter the desired course title to launch or add to your training plan. It is usually necessary to use the long code in bold below as the **exact search term **to find the course: 
 +  * CU: Discrimination and Sexual Misconduct (Library ID number "**_scorm12_cu_u00067_0001**") 
 +  * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**") 
 + 
 +**Updating Emergency Contacts, Mailing or Physical Address** 
 + 
 +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. 
 + 
 +**Viewing Your Pay Advice** 
 + 
 +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. 
 + <font 11pt/inherit;;inherit;;inherit>You can only make changes to your direct deposit account, once per day. If you need to save/update again, you will need to do so after midnight.</font> 
 + <font 10.0pt/inherit;;#505050;;inherit>Changes made by the 10<sup>th</sup> of each month will take effect for that month's payroll.</font> 
 + 
 + 
 +====== Information & Academic Technology ====== 
 + 
 +The Technology Team is your liaison with the University Office of Information Technology (OIT), the CU Office of Digital Education (ODE), CU Online, CU Denver Facilities, and any external vendors or partners connecting with SEHD systems. 
 + 
 +This team serves as your primary point of contact for the acquisition, installation, or repair of ANY/ALL technology and equipment housed within the SEHD. This includes computers, software, and equipment for employees, students, grants, and school operations. 
 + 
 +===== Consulting ===== 
 + 
 +==== Help ==== 
 + 
 +Send all technology requests to [[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]] or call 303-315-6350. 
 + 
 +Automation & Efficiencies: Guidance with streamlining and automation of processes and operations. We connect the dots between available ways and means; technologies, people, data, procedures, integrations, OIT, Facilities, Canvas, etc. 
 + 
 +==== Data Security ==== 
 + 
 +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. 
 + 
 +==== Digital Teaching & Learning ==== 
 + 
 +Guidance on curriculum and course design for hybrid or online programs. Assistance, training and partnership on instructional design, effective practices, and experimentation with critical digital pedagogy. Liaison to activities and resources within the Office of Digital Education (ODE), CU Online, Faculty Professional Development, and ThinqStudio. 
 + 
 +==== Employee Computing ==== 
 + 
 +Full time employees are provided a baseline computer and software setup at the point of hire with options for Mac or Windows; desktop or laptop 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. 
 + 
 +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. 
 + 
 +Desktop computers are required to remain on-site within the SEHD. If you need to be mobile, request a laptop. The SEHD Technology Team will work with employees and programs on exceptions, configurations, peripherals, adaptations, funding, installation, and etc. 
 + 
 +==== Employee Printing ==== 
 + 
 +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 
 + 
 +==== Facilities ==== 
 + 
 +Guidance on facilities design and technology enhancement; smart rooms, video conferencing, digital signage, etc. Let us guide the design, installation, and maintenance. 
 + 
 +==== Smartrooms ==== 
 + 
 +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. 
 + 
 +Classrooms (LSC 600, LSC 648, LSC 700, LSC 745, LSC 1150) 
 + 
 +Conference Rooms (LSC 620, LSC 1148) Counseling Lab (CPCE - Tivoli) 
 + 
 +Learning Commons Lab (7th Floor) Learning Studio (LSC 1100) Mobile Lab (laptop cart) 
 + 
 +==== Student Computing & Printing ==== 
 + 
 +Hardware, software and printing are available to all students in the 7th Floor Learning Commons. 
 + 
 +==== Technology Purchasing & Selection ==== 
 + 
 +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 approved and made via the SEHD Technology Team.** 
 + 
 +All technology purchases are considered university property and will be inventoried, tagged, updated, tracked and returned to the university upon request. 
 + 
 +No more than 3 computing devices (desktops/laptops/tablets) may be attributed to one individual in the tech inventory. 
 + 
 +Technology for the home office is not supported or funded. Mobile technology may be supported and funded. No to home printers, scanners, monitors, etc. Yes to tablets, laptops, cameras, etc. 
 + 
 +Use of any university technology is mandated to follow appropriate-use as defined by law and [[https://goo.gl/7lSbdf|university policy.]] 
 + 
 +==== Web Development ==== 
 + 
 +Consult with us to build/find/integrate all of your web needs. We provide oversight for all SEHD web properties and platforms, including SEHD Home, SEHD IMPACT, and a variety of supplemental sites and platforms. 
 + 
 +===== Technology Tools & Resources ===== 
 + 
 +==== Canvas ==== 
 + 
 +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]] 
 + 
 +==== Equipment Checkout ==== 
 + 
 +Laptops (Win, Mac, Chromebook), data projectors, tablets, web cams, and audio/video equipment are available for employee check-out. 
 + 
 +==== Google Suite ==== 
 + 
 +Google Drive, Docs, Sheets, Slides, etc. [[https://gsuite.google.com/|https://gsuite.google.com/]] 
 + 
 +==== GoReact ==== 
 + 
 +Online video coaching allows commenting and discussion embedded within video; ideal for video based discussions or video based feedback. Available in or out of Canvas. [[https://get.goreact.com/|https://get.goreact.com/]] 
 + 
 +==== hypothes.is ==== 
 + 
 +Web and PDF annotation for class and team discussions. [[https://web.hypothes.is/|https://web.hypothes.is/]] 
 + 
 +==== MS Office 365 ==== 
 + 
 +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]] 
 + 
 +==== Network Storage (on-campus) ==== 
 + 
 +Secure file storage with backups is available on-campus or with VPN; only available to CU employees - via the P:\ or Q:\ or T:\ drives. Storage space is a shared and limited resource, please use with professional discretion. See ShareFile for cloud based file storage. 
 + 
 +P drive Your personal file storage (10GB limit) 
 + 
 +Q drive SEHD shared file storage 
 + 
 +T drive Grants & projects shared file storage 
 + 
 +==== Network Storage (ShareFile) ==== 
 + 
 +Cloud-based, secure file storage with backups; available off-campus and accessible to non-CU invitees. Storage space is a shared and limited resource, please use with professional discretion. [[http://sehd.sharefile.com/|http://sehd.sharefile.com]] 
 + 
 +==== Qualtrics ==== 
 + 
 +Cloud-based surveys. Ucdenver.qualtrics.com. Contact [[sehdhelp@ucdenver.edu|sehdhelp@ucdenver.edu]] to request access. 
 + 
 +==== Remote Access (VPN) ==== 
 + 
 +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]] 
 + 
 +==== Slack ==== 
 + 
 +Online team collaboration; email alternative. [[https://slack.com/|https://slack.com/]] 
 + 
 +==== Voicemail ==== 
 + 
 +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]] 
 + 
 +==== WordPress ==== 
 + 
 +Open source web blogging, web sites, and project sites. 
 + 
 +==== Zoom ==== 
 + 
 +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]] 
 + 
 +===== Contacts ===== 
 + 
 +Brad Hinson [[BRAD.HINSON@UCDENVER.EDU|BRAD.HINSON@UCDENVER.EDU]] 
 + 
 +Assistant Dean of Information & Academic Technology 
 + 
 +Theo Zion [[THEO.ZION@UCDENVER.EDU|THEO.ZION@UCDENVER.EDU]] 
 + 
 +Information Technology Specialist 
 + 
 +Matt Mitchell [[MATT.MITCHELL@UCDENVER.EDU|MATT.MITCHELL@UCDENVER.EDU]] 
 + 
 +System Administrator/Web Development Operations 
 + 
 +Rosanna Miiller-Salas [[ROSANNA.MILLERSALAS@UCDENVER.EDU|ROSANNA.MILLERSALAS@UCDENVER.EDU]] 
 + 
 +Instructional Designer (PT) 
 + 
 +====== Diversity and Inclusion ====== 
 + 
 +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. 
 + 
 +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. 
 + 
 +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. 
 + 
 +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 ====== 
 + 
 +SEHD aspires to attract a diverse, highly qualified, and critically engaged student body. Through proactive engagement of local, national and international communities, ORO provides general information about our school’s academic offerings, research, financial aid resources, and student support services. We accomplish this through superior customer service, proactive outreach and follow-up, information sessions, fairs, and pipeline programs offered throughout the calendar year. Faculty, staff, students and alumni participate regularly in all recruitment initiatives. 
 + 
 +Examples of events include: 
 + 
 +  * High School Outreach Programs (i.e. Future Teacher Expo, PTeach 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 ===== 
 + 
 +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: 
 + 
 +  * 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 ====== 
 + 
 +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 including Aurora Public Schools, Denver Public Schools, Jeffco Public Schools, & Mapleton Public Schools 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 community colleges and local school districts in southern Colorado. 
 + 
 +The Office of Partnerships also facilitates a **Community-based Partnership Network**  with over 50 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 and EDHD MA program. 
 + 
 +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 Teacher Education Collaborative Councils with our PDS networks, undergraduate residencies and community-based partners. In addition, the Office of Partnerships manages the placement matching and tracking processes, background finger-print processes, and Praxis tracking processes for all initial licensure students. 
 + 
 +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. Office of Partnerships professional staff serve on the Teacher Education Leadership Team (TELT). 
 + 
 +Office of Partnership Staff include: 
 + 
 +  * Cindy Gutierrez, Director 
 +  * Rachel Cornelius, Office of Partnerships Coordinator & Teacher Education Manager 
 +  * Jody Barker, Coordinator of Clinical Teacher Education 
 +  * Antwan Jefferson, Faculty Liaison for Community-based Partnership Network 
 + 
 +====== SEHD Initiatives for Education, Research, and Evaluation ====== 
 + 
 +===== Assessment and Program Improvement ===== 
 + 
 +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. 
 + 
 +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. 
 + 
 +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. 
 + 
 +**Assessment and Program Improvement Contacts** 
 + 
 +| \\ **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 ===== 
 + 
 +**//Shannon Hagerman, Executive Director// ** 
 + 
 +The office of Continuing and Professional Education (CPE) supports the mission and vision of the School of Education and Human Development by managing the School’s cash-funded courses and programs. CPE annually offers over 400 off-campus courses, either free-standing or as part of a certificate, endorsement, or master’s degree. CPE also offers and online alternative teacher licensure program, ASPIRE to Teach. CPE supports professional learning needs of individual school teachers, administrators, and mental health professionals by offering credit- and non-credit based courses, modules, book studies and events to individuals, schools, and districts through CPE and EDU, CPE’s online professional learning division. Depending on the program, our credit transfers toward district and Colorado Department of Education (CDE) requirements for re-licensure, salary increase, and/or career advancement, as well as CDE endorsements and university degree programs. 
 + 
 +===== The Evaluation Center ===== 
 + 
 +**//Bonnie Walters, Executive Director// ** 
 + 
 +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. 
 + 
 +===== PARA Center ===== 
 + 
 +**//Ritu Chopra, Executive Director & Assistant Research Professor// ** 
 + 
 +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. 
 + 
 +===== Center for Practice Engaged Education Research (C-PEER) ===== 
 + 
 +**//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor// ** 
 + 
 +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. 
 + 
 +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. 
 + 
 + 
 +===== Faculty Research Support Center ===== 
 + 
 +The School of Education & Human Development Faculty Research Support Center was designed to respond to the research and funding needs of faculty. It brings coherence, support and continuity to research efforts by creating a space and a place for research development and services. The Faculty Research Support Center’s mission is to assist in establishing a strong research record for each SEHD faculty member in a disciplined, sustained and focused approach to inquiry that has the potential to impact knowledge in the field and practice in the educational community. The center accomplishes this by (1) providing a space in which research activities are highlighted, supported and nurtured and (2) being responsive to faculty research interests.​​ 
 + 
 +====== Administration of the SEHD ====== 
 + 
 +===== Leadership Team ===== 
 + 
 +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 ===== 
 + 
 +The Administrative and Management (A&M) Team consists of the Dean, the Associate Deans, and the following staff positions: Assistant Dean for Finance, Assistant Dean of Diversity, and Inclusion, Assistant Dean for Information and Academic Technology, Administrative Assistant to the Dean, Administrative Assistant to the Associate Deans, Human Resources and Budget Director, Marketing Director, Director of Academic Services, Director of Recruitment and Outreach, Executive Director of Accreditation and Program Effectiveness, Executive Director of Continuing and Professional Education and Business Manager for Continuing and Professional Education. The main focus of the A & M Team is operational efficiency and cross-functional communication. 
 + 
 +The scope of issues this group works with is wide, including: keeping track of and producing, when needed, many kinds of information, ranging from the availability of classrooms for a given course to budget allocations for the entire School; interacting with those outside the School and guiding them to the appropriate member of the School; problem‐solving in order to help achieve School goals; and ensuring that decision‐makers (e.g. Dean, members of committees, individual faculty members) have information required for decisions. The Dean monitors the effective functioning of these positions and reconfigures staff assignments as needed. This team meets bi-weekly on a year-round schedule. 
 + 
 +===== Leadership and Finance Team ===== 
 + 
 +The committee will be convened by the Dean and elected by the faculty (see by-laws for composition) to promote implementation of the SEHD’s mission and strategic plan through broad-based strategic leadership. The team meets bi-weekly; faculty can submit agenda items for the Leadership and Finance Team to discuss and can find minutes of all meetings on the SEHD Impact page. 
 + 
 +===== Program Leaders Team ===== 
 + 
 +Each program nominates a faculty member to serve as program representative. The Program Leaders Team meets bi-monthly to coordinate across program areas, to develop strategic goals across the School, and to raise issues of concern to their faculty colleagues. In addition, the Program Leaders serve as main contacts for the Academic Services staff, as conveners of their program faculty and as distributors of the administrative work of the area. 
 + 
 +===== Staff Advisory Council ===== 
 + 
 +The Staff Advisory Council (SAC) provides a means for the exchange and dissemination of information among staff, and to promote unity and cooperation among all employees of the SEHD. SAC members are elected by SEHD staff, and membership of the council shall strive to include a representative selection of SEHD staff at all geographic locations (ideally one staff member from each floor and the Denver Place location and two at-large members). The SAC Vice Chairs also serve as rotating members of the Leadership Team with additional SAC board members attending other leadership and management team meetings on a rotating basis as requested by the dean. Additional information can be found at [[http://sehd.ucdenver.edu/staffadvisorycouncil/|http://sehd.ucdenver.edu/staffadvisorycouncil/]] 
 + 
 +===== Faculty and Staff Committees ===== 
 + 
 +**//See SEHD Bylaws and Faculty Handbook// ** 
 + 
 +====== Operations ====== 
 + 
 +===== Calendar-Related Activities ===== 
 + 
 +==== University Calendar-Related Terms ==== 
 + 
 +  - **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 ===== 
 + 
 +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. 
 + 
 +====== Course Schedule Submission Deadlines ====== 
 + 
 +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. 
 + 
 +**__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. 
 + 
 +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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 
 + 
 +**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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 
 + 
 +**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 = $4,900; <15 = Pro-rate = # of students/15 x $4,900; Minimum pay is $2,800 
 + 
 +**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 ===== 
 + 
 +==== 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 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 ===== 
 + 
 +  - 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. 
 +  - **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. 
 +**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 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. 
 +  * 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 ===== 
 + 
 +==== Type A Instruction ==== 
 + 
 +**//(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. 
 +  - 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. 
 +  - 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. 
 +  - 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. 
 + 
 +==== 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. 
 + 
 +==== 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 (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 ===== 
 + 
 +==== Type A Instruction ==== 
 + 
 +  - 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 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. 
 +  - 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 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. 
 + 
 +===== Non-Tenure Track Faculty: Academic Year (AY) Teaching Loads ===== 
 + 
 +**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 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. 
 +  - 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. 
 +  - Non-Tenure Track faculty may be assigned administrative responsibilities as a percentage of their assigned workload. The Dean must approve such assignments. 
 + 
 +===== Teaching Pay ===== 
 + 
 +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 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 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. 
 + 
 +===== Retired Faculty ===== 
 + 
 +Teaching rate for retired faculty with Emeritus status is $6000 per course. 
 + 
 +===== Non-Tenure Track Faculty: Summer Teaching Loads and Pay ===== 
 + 
 +==== Non-Tenure Track Faculty with Academic Year Appointments ==== 
 + 
 +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. 
 + 
 +==== 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 ===== 
 + 
 +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. 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. 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.” 
 + 
 +===== Practica/Internship for all Faculty ===== 
 + 
 +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. 
 +  * 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. 
 +  * 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. 
 +  * 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. 
 +  * 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 ===== 
 + 
 +When SEHD faculty partner with school districts or agencies on major CPE professional development initiatives to provide certificate, endorsement or degree programs in a district, they may qualify for a partnership coordination stipend if 1) the initiative has the financial capacity to produce funds to cover a stipend, and 2) the faculty member’s service is significantly beyond normal expectations. Compensation is considered only for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Because coordination needs are typically greater at the beginning of a partnership, stipends may vary as the work requirements change in ongoing partnerships. 
 + 
 +==== Financial Capacity ==== 
 + 
 +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. 
 +  * //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. 
 +  * 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 
 +  * //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. 
 +  * **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. 
 + 
 +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. 
 + 
 +====== Assessments and Surveys: Data Collection and Reporting ====== 
 + 
 +==== ASSESSMENT ==== 
 + 
 +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. 
 + 
 +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. 
 + 
 +==== DATA COLLECTION ==== 
 + 
 +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 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. 
 + 
 +Assessment office staff members also participate in the University Survey Working Group serving as a liaison for faculty and staff to this group. 
 + 
 +==== PROGRAM IMPROVEMENT, DATA DASHBOARDS/INTERNAL REPORTING ==== 
 + 
 +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: 
 + 
 +  * 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. 
 + 
 +  * Student program assessment results/reports are available through LiveText by Watermark (you must sign-in to your account). 
 + 
 +  * Survey data collected by SEHD Assessment office are available through the SEHD section of [[https://tableau.ucdenver.edu|https://tableau.ucdenver.edu]]. 
 + 
 +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. 
 + 
 +==== ACCREDITATION/REAUTHORIZATION and EXTERNAL REPORTING ==== 
 + 
 +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. 
 + 
 +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). 
 + 
 +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). 
 + 
 +==== SPECIAL DATA REQUESTS ==== 
 + 
 +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 
 + 
 +====== Supplemental Compensation and Financial Conflict of Interest ====== 
 + 
 +[[https://www.cu.edu/regents/Policies/Policy5D.htm|https://www.cu.edu/regents/Policies/Policy5D.htm]] 
 + 
 +The University will not pay for such extra services [performed by full-time faculty members] except in cases where an unusual amount of time is required outside the faculty member's regular duties and then only [if] arrangements have been made in advance for the work and an understanding arrived at concerning the amount of pay to be received. Arrangements for additional remuneration for extra work must be approved in writing by the dean of the faculty member's school or college. 
 + 
 +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 - 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 ===== 
 + 
 +[[https://www.cu.edu/regents/Policies/Policy5E.htm|https://www.cu.edu/regents/Policies/Policy5E.htm]] 
 + 
 +Faculty consultation work is a desirable and legitimate function, serving to keep faculty abreast of their professions and should be encouraged. Such work must not interfere with the educational processes of the University. (See Regent [[https://www.cu.edu/regents/Policies/Policy3B_new.html|Policy 3 B]] and [[https://www.cu.edu/regents/Policies/Policy3D_new.html|3 D]]) 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. Outside work during leaves of absence shall be of concern only to the individual and the entity by which he/she is employed. 
 + 
 +Normally, university facilities shall not be used for faculty members’ outside work. However, faculty members may make contractual arrangements to rent university facilities at fair-market rates using campus-approved procedures. Faculty members shall not use university resources to advertise their availability for private consultation practice. 
 + 
 +Separate policies may apply to faculty members in Chancellor-approved practice plans. 
 + 
 +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 ===== 
 + 
 +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. 
 + 
 +Conflicts of interest may also arise in the context of gifts, travel, and entertainment. 
 + 
 +University employees are expected to conduct themselves so as to ensure that their positions are not misused for private gain with respect to the acceptance of gifts and the undertaking of university-related travel or entertainment. University employees may not solicit, accept, or agree to accept any benefit that is intended to influence the employee in the performance of his or her university duties. 
 + 
 +====== Grievances ====== 
 + 
 +[[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 ===== 
 + 
 +Faculty members have access to school processes and procedures. In addition, the [[http://www.ucdenver.edu/about/departments/OmbudsOffice/Pages/OmbudsOffice.aspx|Ombudsmen Office]]and the [[https://www.cu.edu/privilegeandtenure|Faculty Council Privilege and Tenure Committee]] offer avenues for faculty members to seek advice and/or file grievances. 
 + 
 +**Salary Grievances** 
 + 
 +Faculty members have access to school/college/library processes and procedures. In addition, the [[http://www.ucdenver.edu/about/departments/OmbudsOffice/Pages/OmbudsOffice.aspx|Ombudsmen Office]]and the [[https://www.cu.edu/privilegeandtenure|Faculty Council Privilege and Tenure Committee]] offer avenues for faculty members to seek advice and/or file grievances. On the Denver Campus, [[http://administration.ucdenver.edu/admin/ir/|Institutional Research (IR)]] conducts a salary equity regression analysis annually to identify women and minority faculty members who may have inequitable salaries. The results of the analyses are given to the Deans, who make decisions about salary adjustments. 
 + 
 +**Faculty Misconduct** 
 + 
 +[[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 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]] 
 + 
 +After the final decision, the candidate may choose to file a grievance with the university’s Privilege and Tenure Committee. There is an allowable time frame for such a grievance. (See Regent Policy 5-H: [[https://www.cu.edu/regents/Policies/Policy5H.htm|https://www.cu.edu/regents/Policies/Policy5H.htm]]) 
 + 
 +===== Sexual Harassment ===== 
 + 
 +[[https://www.cu.edu/policies/aps/hr/5014.pdf|https://www.cu.edu/policies/aps/hr/5014.pdf]] 
 + 
 +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 ===== 
 + 
 +Students should refer to the Student Academic Appeal Process on the Current Student Resources web page at [[http://www.ucdenver.edu/academics/colleges/SchoolOfEducation/CurrentStudents/Resources/Pages/CurrentResources.aspx|http://www.ucdenver.edu/academics/colleges/SchoolOfEducation/CurrentStudents/Resources/Pages/CurrentResources.aspx]]. 
 + 
 +===== Grievances by Staff Members ===== 
 + 
 +For Classified Staff: Refer to the State of Colorado website at [[https://www.colorado.gov/pacific/dhr/dispute|https://www.colorado.gov/pacific/dhr/dispute]]. 
 + 
 +University Staff (F.K.A. Exempt Professional Staff): Contact Human Resources. 
 + 
 +====== Lecturer Hiring and Appointments ====== 
 + 
 +===== Guiding principles ===== 
 + 
 +  * 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 
 + 
 +**//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 22, 2024.** 
 +  * Teaching in Spring semester – submit Hire Request Form details by **November 30, 2023.** 
 + 
 +**//Program://**  Maintain list of courses for which you may need instructors. 
 + 
 +  * 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> ** //**//.// ** 
 +**//SEHD HR: //**  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 [[https://www.cu.edu/cu-careers|CU Careers]]. 
 + 
 +**//Program://**  Keep [[SEHDHR@ucdenver.edu|SEHDHR@ucdenver.edu]] informed of where you are in your search process: 
 + 
 +  - Review applications 
 +  - Identify finalists 
 +  - Conduct interviews 
 +  - Request reference letters 
 +  - Hire 
 + 
 +**//Program://**  Notify [[SEHDHR@ucdenver.edu|SEHDHR@ucdenver.edu]] when any of the candidates should be sent a regret notice (see **Appendix A**  for sample). Please indicate one of the following reasons for non-selection for **//each//**  candidate (most common reasons are in **bold**): 
 +  * Applicant Not Interested 
 +  * Employment Conditions 
 +  * **Less Relevant Skills** 
 +  * **Less Relevant Education** 
 +  * **Less Relevant Experience** 
 +  * Unsatisfactory Employment Record 
 + 
 +**//Program://** **When you have selected your new hire or rehire (someone who has not taught for us within the last 3 years), complete the “Human Resources Hire Request - Lecturer Hire” request form on ** **[[https://forms.ucdenver.edu/secure/sehd_hr_new_hire|Impact**]]****. ** 
 +  - You will need to upload a letter of support (see **Appendix B**  for samples) and an external reference letter when submitting the online form. External reference letters must come directly from the reference provider to the Program Lead. 
 +  - **//Please make sure finalists are clear that changes can happen up to the last moment or the class could be canceled, so we cannot guarantee that they will teach in a particular semester.// ** 
 +**//SEHD Admin://**  New lecturers can expect several different emails. 
 +  - **Initial forms**  – background check (BG), personal data (PD). 
 +      * Upon receipt of PD form, SEHD HR generates the email/portal account, usually within 2 days (unless a large lead time is given and there is no urgency – then it may take longer). 
 +      * Applicant submits BG 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.) 
 +**//Scheduling and Curriculum Manager://**  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. 
 + 
 +**//SEHD HR://**  Will follow up on mandatory trainings and new faculty orientation, and fully signed offer letters. 
 + 
 +//*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.// 
 + 
 + 
 +===== Samples Letter of Support from Program ===== 
 + 
 +**Sample 1 – ****Initial Request for GFA Approval**<WRAP center round box 60%> 
 + 
 +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: 
 + 
 +Candidate Name: __ Field of Expertise: _____ Course(s) to be taught: ___ 
 + 
 +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.]** 
 + 
 +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.)].** 
 + 
 +Sincerely, 
 + 
 +</WRAP> 
 + 
 +**Sample 2 – Renewal of GFA Appointment**<WRAP center round box 60%> 
 + 
 +Members of the Curriculum and Program Committee: 
 + 
 +**[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: ___
  
 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].** 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].**
Line 537: Line 1380:
 ====== Lecturer Appointment/Offer Letter Administrative Process ====== ====== Lecturer Appointment/Offer Letter Administrative Process ======
  
-|   \\ +//(this format is changing from a table to a list in spring 2025 for digital accessibility and to head off wiki formatting snafus)// 
-   Summer and Fall deadline is Apr 30 \\  \\ + 
-   Spring deadline is Nov 30|   \\ +**One week before the last curriculum committee meets ** (Summer and Fall deadline is April, Spring deadline is Nov) 
-   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. 
-   Program leads (PLs) complete the Hire Request formstack for each new hire. \\  \\ + 
-   Jenna and SEHD HR works on hiring steps for new hires.| +**8 weeks before start of term ** 
-|   \\ + 
-   8 weeks before start of term|   \\ +- Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans (AD’s), and copies SEHD HR 
-   Shakira|   \\ + 
-   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|   \\ +- Jenna provides D2/CPE appointment list to Hiromi and sends offer letters. 
-   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 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. 
-   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|   \\ +**5 weeks before start of term ** 
-   SEHD HR cross-checks information with list of CPE employees for anyone over the two-course limit and then notifies Jenna and Program Leader.| + 
-| |   \\ +- Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR. 
-   Program Lead & \\  \\ + 
-   SEHD HR & Jenna|   \\ +- 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. 
-   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.| + 
-|   \\ +**2-6 weeks before start of term ** 
-   5 weeks before start of term|   \\ + 
-   Shakira|   \\ +- Shakira emails students of canceled courses and copies advisor and program lead. 
-   Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR.| + 
-| |   \\ +- Jenna sends D2 pay information to Hiromi each month leading up to and during the semester. 
-   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.| +**4 weeks before start of term ** 
-|   \\ + 
-   2-6 weeks before|   \\ +- Enrollment Report – Shakira notifies Program Leaders, ADs, Sandy and SEHD HR of possible cancellation (fall, spring, summer) and prorate status updates (summer only). 
-   Shakira|   \\ + 
-   Shakira emails students of canceled courses and copies advisor and program lead.| +- Program Leaders need to respond to Shakira whether to cancel (fall, spring, summer) or to accept possible prorates (summer only). 
-| | |   \\ + 
-   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.| +**2-3 weeks before start of ter****m (depending on holidays) - Final Decisions Due** 
-|   \\ + 
-   4 weeks before|   \\ +- 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).\\ 
-   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.| +//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.// 
-|   \\ + 
-   2 weeks before|   \\ +**Start of term - [[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]** 
-   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.| +- Shakira sends final enrollment report (previously census report) to SEHD HR, Dorothy & the Dean.\\ 
-| | |   \\ +\\ 
-   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.|+- 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.// 
 + 
 +**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.| 
 +|   \\ 8 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.| 
 +|   \\ 5 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.| 
 +|   \\ 2-6 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.| 
 +|   \\ 4 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.| 
 +|   \\ 2 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!]]** | | | | \\ **[[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.| 
-   Census date \\  \\ +| |   \\ 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.|
-   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 ====== ====== APPENDIX A: Pattern of Organization ======
handbooks/pattern_of_administration.1737646451.txt.gz · Last modified: 2025/01/23 15:34 by Patricia Ball