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handbooks:pattern_of_administration

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handbooks:pattern_of_administration [2025/06/05 16:07] – [Consulting] Brad Hinsonhandbooks:pattern_of_administration [2025/08/12 22:37] (current) – [Office of Partnerships] Cindy Guiterrez
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 ===== SEHD Programs, Degrees, Licenses and Endorsements ===== ===== SEHD Programs, Degrees, Licenses and Endorsements =====
  
-//See the // [[:handbooks:faculty_handbook|SEHD Faculty Handbook]]//**.** //+//See the // [[SEHD Faculty Handbook|]]//**.** //
 ====== Organization of the SEHD ====== ====== Organization of the SEHD ======
  
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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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 | \\ **Cindy Gutierrez**, //Executive Director, Office of Partnerships// | \\ **315-4982, **LSC 621| | \\ **Cindy Gutierrez**, //Executive Director, Office of Partnerships// | \\ **315-4982, **LSC 621|
 | \\ **Shannon Hagerman**, //Executive Director of Continuing and Professional Education// | \\ **720-639-9229, **LSC 611| | \\ **Shannon Hagerman**, //Executive Director of Continuing and Professional Education// | \\ **720-639-9229, **LSC 611|
-| \\ **Marlinda Hines**, //Director of Recruitment and Outreach// | \\ **315-4977, **LSC 711|+| \\ **Marlinda Hines**, Assoicate //Director of Recruitment and Outreach// | \\ **315-4977, **LSC 709|
 | \\ **Brad Hinson**, //Director of Technology & Learning // | \\ **NA, **LSC 726| | \\ **Brad Hinson**, //Director of Technology & Learning // | \\ **NA, **LSC 726|
 | \\ **JáNet Hurt**, //Assistant to the Dean// | \\ **315-6343, **LSC 1145| | \\ **JáNet Hurt**, //Assistant to the Dean// | \\ **315-6343, **LSC 1145|
 | \\ **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 ======
  
 ===== Academic Services ===== ===== Academic Services =====
- + <font 12pt/inherit;;inherit;;inherit>The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development.</font> 
-The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development. + <font 12pt/inherit;;inherit;;inherit>Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificates, endorsement, and licensure students.</font> 
- + <font 12pt/inherit;;inherit;;inherit>The Academic Services Manager, Rebecca Schell, serves as the senior graduate academic advisor in the SEHD.  The Academic Services Manager leads the team of SEHD graduate academic advisors and graduate program coordinators with creating, implementing, and executing student and faculty support related policies and procedures.  For example, the Academic Services Manager oversees graduate student academic probation, eligible to enroll lists and student email listservs, comprehensive exam results reporting, confirmed graduation lists, and current/historical department processes.</font>
-Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificate, endorsement, and licensure students. +
- +
-Please see the following page for a listing of the Academic Services Staff.+
  
 ==== Academic Services Staff Contact Information ==== ==== Academic Services Staff Contact Information ====
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 **Natalie Schaffer** \\ **Natalie Schaffer** \\
 Admissions Manager\\ Admissions Manager\\
 +[[NATALIE.SCHAFFER@UCDENVER.EDU|Natalie.Schaffer@ucdenver.edu]]\\
 303-315-6308 303-315-6308
  
-**Jessica Gomez-Garcia** \\ +**Academic Advising**
-Admissions Associate\\ +
-303-315-6308+
  
-=== Academic Advising ===+**Julie Gomez** \\ 
 +Senior Undergraduate Academic Advisor\\ 
 +[[Julie.Gomez@ucdenver.edu|Julie.Gomez@ucdenver.edu]]\\ 
 +303-315-4989
  
 **Shelley Gomez** \\ **Shelley Gomez** \\
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 **Rosalinda Martinez** \\ **Rosalinda Martinez** \\
-Undergraduate Advisor\\+Manager of Teacher Education & Undergraduate Advising\\ 
 +[[rosalinda.martinez@ucdenver.edu|Rosalinda.Martinez@ucdenver.edu]]\\
 303-315-6308 303-315-6308
  
 **Geneva Sarcedo** \\ **Geneva Sarcedo** \\
-Academic Advisor – SPSY, COUN, LDFS\\+Program Director [[callmemister@ucdenver.edu|callmemister@ucdenver.edu]]\\ 
 +Academic Advisor – grad programs\\
 303.315.6351\\ 303.315.6351\\
 [[geneva.sarcedo@ucdenver.edu|geneva.sarcedo@ucdenver.edu]] [[geneva.sarcedo@ucdenver.edu|geneva.sarcedo@ucdenver.edu]]
  
 **Rebecca Schell** \\ **Rebecca Schell** \\
-Academic Advisor – LDTE, ECE\\+Academic Services Manager\\ 
 +Academic Advisor – grad programs\\
 303.315.4978\\ 303.315.4978\\
 [[rebecca.schell@ucdenver.edu|rebecca.schell@ucdenver.edu]] [[rebecca.schell@ucdenver.edu|rebecca.schell@ucdenver.edu]]
 +
 +**Batol Swade** \\
 +Academic Advisor\\
 +[[batol.swade@ucdenver.edu|Batol.Swade@ucdenver.edu]]\\
 +303-315-6303
 +
 +**Carol Wahby** \\
 +Doctoral Programs Coordinator\\
 +[[carol.wahby@ucdenver.edu|Carol.Wahby@ucdenver.edu]]\\
 +303-315-6375
  
 **Sandy Mondragon** \\ **Sandy Mondragon** \\
 Asst. Dean, Student Success and Enrollment Management\\ Asst. Dean, Student Success and Enrollment Management\\
-Academic Advisor - MAT, PhD\\ 
 303.315.4979\\ 303.315.4979\\
 [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]] [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]]
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 nicole.holland@ucdenver.edu\\ nicole.holland@ucdenver.edu\\
 303-315-6352 303-315-6352
- 
  
 ===== Finance and Budget ===== ===== Finance and Budget =====
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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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 Handles faculty payrolls; including faculty additional pay and coordinating summer pay. Other duties include position budgeting, and faculty moving expense reimbursements. 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]]+//Human Resources and Payroll Manager, //TBD
  
 Handles personnel actions including recruiting, hiring, promotions, staff additional pay, progressive discipline, staff performance management, coordinating D1 lecturer pay, leaves, and immigration. 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]]+**Keiko Goldman, **//Finance & HR Business Services Coordinator, //LSC 1112, 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. 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.
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 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. 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 =====
  
-<WRAP center round tip 60%>\\ +<WRAP center round tip 60%> \\ Who to contact about edits needed in this section of the PoA: SEHD HR \\ </WRAP>
-Who to contact about edits needed in this section of the PoA: SEHD HR\\ +
-</WRAP>+
  
 ==== Alternative work arrangements ==== ==== Alternative work arrangements ====
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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.\\ +**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.
-\\ +
-**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 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 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\\ +**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.
-\\ +
-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\\ +**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.
-\\ +
-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://www.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-primary-unit-criteria-for-reappointment-tenure-and-promotion-rtp-21|School Primary Unit Criteria]]+**Office Faculty Affairs and Undergraduate Enrichment: **  [[https://www.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-primary-unit-criteria-for-reappointment-tenure-and-promotion-rtp-21|School Primary Unit Criteria]]
  
 ==== 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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 [[https://www.cu.edu/docs/state-colorado-personnel-board-rules-and-personnel-directors-administrative-procedures|State Personnel Rules and Administrative Policies]] [[https://www.cu.edu/docs/state-colorado-personnel-board-rules-and-personnel-directors-administrative-procedures|State Personnel Rules and Administrative Policies]]
  
-Leave requests are submitted to your supervisor through the UCD Access employee portal. See **Submitting Leave Requests and Monthly Time Record**  below, under the [[:handbooks:pattern_of_administration#ucd_access_portal|UCD ACCESS PORTAL]] section.+Leave requests are submitted to your supervisor through the UCD Access employee portal. See **Submitting Leave Requests and Monthly Time Record**  below, under the [[UCD ACCESS PORTAL|]] section.
  
 Per CU System rules, **supervisors of employees earning vacation and sick leave must verify leave usage and balances on a monthly basis. ** Per CU System rules, **supervisors of employees earning vacation and sick leave must verify leave usage and balances on a monthly basis. **
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 ==== Faculty Additional Remuneration for Consultative Services (One-Sixth Rule) ==== ==== Faculty Additional Remuneration for Consultative Services (One-Sixth Rule) ====
  
-From [[https://www.cu.edu/regents/policy/5|Regents Policy 5.C.4]]: 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 ({{:human:ucd_one-sixth_rule_faqs.pdf|one-sixth rule FAQs}}  ). Outside work during leaves of absence shall be of concern only to the individual and the entity by which they are employed.+From [[https://www.cu.edu/regents/policy/5|Regents Policy 5.C.4]]: 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 ([[one-sixth rule FAQs|]] ). Outside work during leaves of absence shall be of concern only to the individual and the entity by which they are employed.
  
 SEHD HR will post a reminder on Impact regarding the [[https://www1.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-one-sixth-rule-17|Declaration of Outside Consulting Form]] (download found in the "One-Sixth Rule" section) every fall and spring for pre-approval of outside consulting pay. If other consulting opportunities arise during the academic year, please submit a new form prior to starting the work. SEHD HR will post a reminder on Impact regarding the [[https://www1.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-one-sixth-rule-17|Declaration of Outside Consulting Form]] (download found in the "One-Sixth Rule" section) every fall and spring for pre-approval of outside consulting pay. If other consulting opportunities arise during the academic year, please submit a new form prior to starting the work.
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 Faculty and University Staff performance cycles run from July 1 – June 30 Faculty and University Staff performance cycles run from July 1 – June 30
- <font 11.0pt/inherit;;inherit;;inherit>each year</font> .+ <font 11.0pt/inherit;;inherit;;inherit>each year</font>  .
  
 Classified Staff performance cycles run Classified Staff performance cycles run
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   - The Dean appoints a search chair and committee, ensuring that there is diverse representation.   - 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.+  - 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.   - 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:   - Open faculty positions are typically posted for view in a variety of places including but not limited to:
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 - 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: - 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: Discrimination and Sexual Misconduct (Library ID number "**_scorm12_cu_u00067_0001**")
   * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**")   * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**")
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 You can also update your W-4 and Direct Deposit info here. 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 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> + <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>
- <font 10.0pt/inherit;;#505050;;inherit><WRAP center round info 60%> \\ +
-end of HR section \\ +
-</WRAP></font>+
  
 +**Marketing and Communications Office/School of Education & Human Development**
  
-====== Technology Services  ======+  - **Primary Purpose of the Office**  – Support SEHD strategic goals to enhance reputation, awareness, enrollment and equity. Promote campus researchers, diverse students and alumni, and key university initiatives. Manage marketing budget, personnel, and contractors. Responsible for developing, managing, and implementing marketing, communications, and public relations strategies and plans to support the mission and strategic plan of the SEHD. Additionally, this position oversees events promotion/coverage and assists the Dean with fundraising activities. 
 +  - **Major Responsibilities**  – Planning consultations; enrollment marketing (print, digital and web); overseeing communications to SEHD faculty, staff, students, alumni, partners in CU Denver and CU System units and external audiences; leadership positioning; e-publication oversight; public relations and events programming; and special projects. 
 +  - **Contact**  – 
 +**Julia Cummings** \\ Director of Marketing and Communications Director for the School of Education & Human Development \\ 303-315-6339
  
-The SEHD Technology & Learning Team is your liaison with the University Office of Information Technology (OIT), , CU Online, CU Denver Facilities, and any external vendors or partners connecting with SEHD systems.+julia.cummings@ucdenver.edu
  
-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.+Julia reports to the Vice Chancellor of University Communications with a dotted line to Dean Lynn. She is a member of SEHD’s Strategic Enrollment Management team.
  
 +Please reach out to her with any marketing/communications questions.
  
-===== Consulting =====+  * **Links to external resources**: 
 +      * About University Communications: [[https://www.ucdenver.edu/offices/ucomm|https://www.ucdenver.edu/offices/ucomm]] 
 +      * Communicator directory for CU Denver: [[https://www.ucdenver.edu/offices/ucomm/resources/campus-communicators-directory|https://www.ucdenver.edu/offices/ucomm/resources/campus-communicators-directory]] 
 +      * Media Relations: [[https://www.ucdenver.edu/offices/ucomm/media-relations|https://www.ucdenver.edu/offices/ucomm/media-relations]] 
 +      * School of Education & Human Development newsroom: [[https://education.ucdenver.edu/about-us/newsroom|https://education.ucdenver.edu/about-us/newsroom]] 
 +      * CU Denver branding website: [[https://www.ucdenver.edu/brand|https://www.ucdenver.edu/brand]] 
 +      * Ordering business cards: __[[http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx|http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx]]__ <font 10.0pt/inherit;;#505050;;inherit><WRAP center round info 60%> \\ end of HR section</WRAP></font>
  
-==== Help ====+  * 
 + 
 +====== Technology & Learning ====== 
 + 
 +The SEHD Technology & Learning Team is responsible for Employee Computing, Data Security, Web Services, Classroom/Workroom Technology, and peripheral infrastructure relative to SEHD operations.  The Tech Team also offers instructional design and online course supports relative to Canvas, Panopto, Hypothes.is, Zoom, and any other digital teaching and learning tools - as well as digital-accessibility consultations to ensure all materials are ADA compliant. The Tech Team is wholly responsible for technology selection, purchasing, support, and disposal within the SEHD.  \\ 
 +\\ 
 +The Tech Team serves as a liaison with the University Office of Information Technology (OIT), CU Denver Facilities, CU Procurement Service Center, and external vendors or partners connecting with SEHD systems.  We are here to consult, guide, and advise. 
 + 
 +**Dan Aldrich** \\ 
 +IT Specialist\\ 
 +Employee Computing & Classroom AV/IT\\ 
 +[[dan.aldrich@ucdenver.edu|dan.aldrich@ucdenver.edu]] 
 + 
 +**Rosanna Miiller-Salas** \\ 
 +Instructional Designer\\ 
 +Course Development / Digital Accessibility\\ 
 +[[rosanna.miillersalas@ucdenver.edu|rosanna.miillersalas@ucdenver.edu]] 
 + 
 +**Matt Mitchell** \\ 
 +Program Director\\ 
 +Web & Data Services \\ 
 +[[matt.mitchell@ucdenver.edu|matt.mitchell@ucdenver.edu]] \\ 
 +\\ 
 +**Paul Zastrocky** \\ 
 +Jr. Web Developer / Support Specialist\\ 
 +Content Management Administration \\ 
 +[[paul.zastrocky@ucdenver.edu|paul.zastrocky@ucdenver.edu]] 
 + 
 +**Brad Hinson** \\ 
 +Director of Technology & Learning\\ 
 +Technology Services, Procurement, and Teaching\\ 
 +[[brad.hinson@ucdenver.edu|brad.hinson@ucdenver.edu]]  
 +===== Consulting =====
  
-Send all technology requests to **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]** or call 303-315-6350.+==== Help, Questions, Purchasing ====
  
-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.+Send all technology requests to **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]** or come visit in LSC724. We connect the dots between ways and means; people, places, and things relative to the SEHD. Uncertain? - email **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**and we'll do it or find who does.
  
 ==== Data Security ==== ==== Data Security ====
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 Full time employees are provided a baseline laptop and software setup at the point of hire with options for Mac or Windows; with an SEHD investment at the going-market-rate. The university maintains formal agreements with hardware/software vendors as well as specific hardware/software configurations that guide technology purchasing and selection. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Full time employees are provided a baseline laptop and software setup at the point of hire with options for Mac or Windows; with an SEHD investment at the going-market-rate. The university maintains formal agreements with hardware/software vendors as well as specific hardware/software configurations that guide technology purchasing and selection. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department.
  
-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. +Employee computers are on a replacement cycle of approximately 4 years, as resources allow. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Additional devices purchased with professional development funds, program funds, grant monies, or other sources outside of the SEHD Technology Team are not on the replacement cycle.\\ 
- +- The term computers includes devices running an operating system purchased with university funds.   Laptops, desktops, tablets, etc. 
-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.+  - Computers purchased, provided, and supported for regular full-time employees only, i.e. employees over a 50% load.   Not students.  Not student employees.  Not adjunct faculty.  Not etc. 
 +  - Computers purchased through the university are property of the university.  Not the individual. 
 +  - Computers are tracked and maintained through OIT device management systems. 
 +  - Individual users are not allowed to install their own software.  Administrative access is reserved for approved IT personnel or personnel exceptions.  Contact the SEHD Tech Team to coordinate installations. 
 +  - Computers are to be returned to the SEHD Tech Team upon request of the SEHD Tech Team and or the CU Office of Information Technology.  In an efficient and timely manner. 
 +  - Computers cannot be purchased or donated by employees.  They must be returned, where data will be wiped before retirement via the university’s electronic waste program. 
 +  - Computers should be returned to the SEHD Tech Team at end of life.   Employees are responsible for the safe care and timely return of any computer equipment assigned, purchased, or borrowed.
  
 ==== Employee Printing ==== ==== Employee Printing ====
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 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 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
  
-==== Smartrooms ====+==== Facilities - Classroom Technologies ====
  
 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. 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, LSC 1100) +  * Classrooms (LSC 600, LSC 648, LSC 700, LSC 745, LSC 1150, LSC 1100) 
- +  * Conference Rooms (LSC 620, LSC 1148) 
-Conference Rooms (LSC 620, LSC 1148) +  * Learning Commons Lab (7th Floor) 
- +  * Counseling Clinic TeleHealth Systems (Tivoli)
-Learning Commons Lab (7th Floor)+
  
 ==== Student Computing & Printing ==== ==== Student Computing & Printing ====
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 All technology derived via employment at the university, is property of the university. This includes items purchased with professional development (PD) funds, grant funds or contracts with external funding sources. All technology purchases must be pre-approved and routed through the SEHD Technology Team - who will assist with procuring campus approvals before purchase. All technology derived via employment at the university, is property of the university. This includes items purchased with professional development (PD) funds, grant funds or contracts with external funding sources. All technology purchases must be pre-approved and routed through the SEHD Technology Team - who will assist with procuring campus approvals before purchase.
  
-**All technology purchases must be approved and made via the SEHD Technology Team.**+==== Procurement Process ==== 
 + 
 +  * Contact the SEHD Tech Team at [[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]] with details or questions. We can assist with quotes, resources, and guidance. 
 +  * Submit the [[https://ucdenverdata.formstack.com/forms/sehd_purchase_request|Purchase Request]] form. 
 +  * If not yet reviewed, SEHD Tech Team will submit to the OIT Risk & Compliance (RAC) team for review and approval. (Data Security Check) 
 +  * If not yet reviewed, SEHD Tech Team will submit to the CU System Procurement Services Center (PSC) for review and approval. (Licensing & Terms) 
 +  * Once approved, SEHD Tech Team will assist with purchase, delivery, and setup. 
 + 
 +**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. All technology purchases are considered university property and will be inventoried, tagged, updated, tracked and returned to the university upon request.
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 Use of any university technology is mandated to follow appropriate-use as defined by law and [[https://goo.gl/7lSbdf|university policy.]] Use of any university technology is mandated to follow appropriate-use as defined by law and [[https://goo.gl/7lSbdf|university policy.]]
  
-==== Web Development ====+==== Web Services & Content Management ====
  
-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.+Consult with us to build/find/integrate all of your web needs. We can guide, assist, and partner with your digital content production and publication. The SEHD Tech team manages a variety of digital content systems on behalf of the SEHD. 
 + 
 +  * [[https://education.ucdenver.edu/|SEHD Web Site]] 
 +  * [[https://sehd.ucdenver.edu/impact/|SEHD IMPACT]] 
 +  * [[https://wiki.cu.studio/|SEHD Wiki ]] 
 +  * SEHD Cloudron - Supplemental web sites on [[https://adjunctification.cu.studio/|WordPress]] or [[https://clejhe.cu.studio/|Ghost]] 
 +  * Digital Signage (6th floor, 7th floor, 11th floor)
  
  
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 Laptops (Win, Mac, Chromebook), data projectors, tablets, web cams, and audio/video equipment are available for employee check-out. 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 ==== ==== hypothes.is ====
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 ==== Network Storage (on-campus) ==== ==== 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. +Secure file storage with backups is available on-campus or with VPN; only available to CU employees - via the Q:\ or T:\ drives. Storage space is a shared and limited resource, please use with professional discretion. See ShareFile for cloud based file storage.
- +
-P drive Your personal file storage (10GB limit)+
  
 Q drive SEHD shared file storage Q drive SEHD shared file storage
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 T drive Grants & projects shared file storage T drive Grants & projects shared file storage
  
-==== Network Storage (ShareFile) ==== +==== Network Storage (OneDrive) ====
- +
-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.+Individual employees and students are provisioned 1TB of file storage via their Microsoft 365 Account, i.e. OneDrive. This may be accessed online or via the OneDrive app installed on a work computer.
  
 ==== Remote Access (VPN) ==== ==== 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]] 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 ==== ==== 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]] 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 ==== ==== Zoom ====
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 ===== Contacts ===== ===== Contacts =====
  
-Brad Hinson [[BRAD.HINSON@UCDENVER.EDU|BRAD.HINSON@UCDENVER.EDU]] +  * Brad Hinson [[BRAD.HINSON@UCDENVER.EDU|BRAD.HINSON@UCDENVER.EDU]] | Director of Technology & Learning 
- +  * Matt Mitchell [[MATT.MITCHELL@UCDENVER.EDU|MATT.MITCHELL@UCDENVER.EDU]] | Assistant Director & Infrastructure Ops 
-Assistant Dean of Information & Academic Technology +  * Dan Aldrich [[DAN.ALDRICH@UCDENVER.EDU|DAN.ALDRICH@UCDENVER.EDU]] | Information Technology Specialist 
- +  * Paul Zastrocky PAUL.ZASTROCKY@UCDENVER.EDU | Instructional Designer & Systems Administrator 
-Theo Zion [[THEO.ZION@UCDENVER.EDU|THEO.ZION@UCDENVER.EDU]] +  * Rosanna Miiller-Salas [[ROSANNA.MILLERSALAS@UCDENVER.EDU|ROSANNA.MILLERSALAS@UCDENVER.EDU]] | Instructional Designer & Accessibility Specialist
- +
-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 ====== ====== Diversity and Inclusion ======
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 Examples of events include: Examples of events include:
  
-  * High School Outreach Programs (i.e. Future Teacher Expo, PTeach Visits)+  * High School Outreach Programs (i.e. Future Teacher Expo, H.S. Pathways Visits)
   * Program Information Sessions and Webinars   * Program Information Sessions and Webinars
   * Recruitment Fairs & Conferences   * Recruitment Fairs & Conferences
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   * 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.)   * Website content (Please email [[SEHDHelp@ucdenver.edu|SEHDHelp@ucdenver.edu]] with your web needs/suggestions. SEHD’s tech team will involve marketing as needed for the drafting of web copy, approvals, coordination with academic services, copyedits, etc.)
  
-====== Partnerships ======+====== Office of Partnerships ======
  
-The SEHD Office of Partnerships is directly responsible for facilitating and coordinating partnerships with districts, schools and the broader community to support all clinical experiences for undergraduate and graduate teacher candidates across multiple teacher education pathways. The SEHD has one of the longest standing partnership preparation models of teacher education dating back to 1993 through an established network of **Professional Development Schools (PDSs)**  where current teacher candidates experience early clinical block field experiences and year-long, intensive, clinically-rich residency internships supported by teams of university and P-12 faculty. Each PDS hosts a cohort of 6-12 teacher candidates each year; a university-based site professor and school-based site coordinator work closely together each week to support the candidates as well as support professional development of the practicing clinical teachers who mentor teacher candidates as well as align partnership resources with school improvement priorities. Our network of schools spans four metro area districts 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.+Partnerships are the heartbeat of the School of Education & Human Development (SEHD). They bring life and purpose to the preparation of our students, the research of our faculty and graduate students, and enable us to engage with schools, districts, community and human service organizations in ways that simultaneously renew and transform our work and the lives of children, families and adults alike. Our partnerships are grounded in deep relationships with each school, district and organization, seeking to understand their context and co-construct possibilities for how our work together can positively impact everyone involved. The Office of Partnerships primarily supports the complex infrastructures of clinical experience for pre-service teacher education students across multiple pathways as well as the undergraduate clinical experiences of the Human Development and Family Relations program.
  
-The Office of Partnerships also facilitates a **Community-based Partnership Network**  with over 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.+SEHD Office of Partnerships Role & Responsibilities
  
-The Office of Partnerships facilitates several structures to support meaningful collaboration among university faculty and P-12 partners to facilitate simultaneous renewal of teacher education and P-12 schooling as well as provide opportunities for faculty to build relationships for professional development, research, and innovation with our P-12 partners. These include 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.+  * Pursue and foster strong collaborative relationships with schools, districts, and the broader community to support excellent clinical preparation for pre-service teachers across multiple pathways. 
 +  * Facilitate the ongoing development and refinement of Teacher Education Clinical Experience Curriculum, Tools and Assessments in collaboration with the Teacher Education Leadership Team (TELT). 
 +  * Lead the CU Denver Professional Development School (PDS) network across metro and rural areas where schools in the network serve as partnership sites for teacher preparation. Office of Partnership staff work closely with district and school leaders, and university liaisons to ensure exceptional support for teacher preparation, from early field experience through year-long residency internships. 
 +  * Develop and facilitate collaborative infrastructures with school & district partners, such as the Teacher Education Collaborative Council, to support co-construction of clinical experiences, opportunities for mutual learning and renewal between schools and teacher prep, and strong coordination between preparation coursework and clinical experiences. 
 +  * Develop and maintain infrastructures for supporting mentor teachers to increase their capacity for high quality mentoring of preservice teacher candidates, including the facilitation of the Graduate Clinical Teacher Certificate that leads to the CDE Mentor Added Endorsement. 
 +  * Develop and facilitate a vibrant community-based partnership network to support community-based clinical experience opportunities in teacher education and other SEHD programs. 
 +  * Develop and implement systems for all preservice teacher clinical practice coordination including background checks, clinical experience matching and placement, data tracking, professional year residency admission, etc. 
 +  * Implement tools and processes for working with challenging issues in the field (e.g. supporting struggling candidates, leadership changes, subbing guidelines/policies, etc.) 
 +  * Collaborate with faculty liaisons from ECE/ECSE and HDFR programs to support clinical practice coordination in their programs. 
 +  * Collaborate with other SEHD leaders engaged in partnership work to bring synergy and innovation to the broader partnership efforts within SEHD
  
-Lastly, the Office of Partnerships provides extensive logistical and management support for all teacher education administrative processes including managing master calendars, facilitating communication with teacher education faculty and school/community partners, facilitating admissions processes with faculty and school partners, scheduling courses, and coordinating events for our undergraduate learning communities. Office of Partnerships professional staff serve on the Teacher Education Leadership Team (TELT).+Office of Partnership Contacts
  
-Office of Partnership Staff include:+  * Rachel Cornelius, M.S., Office of Partnerships & Teacher Education Manager | rachel.cornelius@ucdenver.edu 
 +  * Kani Murad, Teacher Education Pathways Support Coordinator | kani.murad@ucdenver.edu 
 +  * Cindy Gutierrez, Ph.D., Assistant Dean, Teacher Education & Partnerships | cindy.gutierrez@ucdenver.edu
  
-  * Cindy Gutierrez, Director 
-  * 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 ====== ====== SEHD Initiatives for Education, Research, and Evaluation ======
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 ===== Continuing and professional Education ===== ===== Continuing and professional Education =====
  
-**//Shannon Hagerman, Executive Director// **+**//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 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.
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 ===== The Evaluation Center ===== ===== The Evaluation Center =====
  
-**//Bonnie Walters, Executive Director// **+**//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. 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.
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 ===== PARA Center ===== ===== PARA Center =====
  
-**//Ritu Chopra, Executive Director & Assistant Research Professor// **+**//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. 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.
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 ===== Center for Practice Engaged Education Research (C-PEER) ===== ===== Center for Practice Engaged Education Research (C-PEER) =====
  
-**//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor// **+**//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. 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. 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 ===== ===== Faculty Research Support Center =====
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 ===== Faculty and Staff Committees ===== ===== Faculty and Staff Committees =====
  
-**//See SEHD Bylaws and Faculty Handbook// **+**//See SEHD Bylaws and Faculty Handbook//  **
  
 ====== Operations ====== ====== Operations ======
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 __Approximate Timelines:__ __Approximate Timelines:__
 +
   * **9-12 months before classes start:**  Courses are rolled in CU SIS, program representatives review the schedule with faculty.   * **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   * **9 months before classes start:**  Finalized schedule due to Course Coordinator
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   * **1 week after classes start: **Waitlists are purged; online registration closed; student registration by schedule adjustment form only   * **1 week after classes start: **Waitlists are purged; online registration closed; student registration by schedule adjustment form only
 __Approximate Schedule Due Dates:__ __Approximate Schedule Due Dates:__
 +
   * Spring – due in May at the end of the spring semester   * Spring – due in May at the end of the spring semester
   * Summer – due in September at the start of the fall semester   * Summer – due in September at the start of the fall semester
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 **Face-to-Face and Hybrid Classes: ** **Face-to-Face and Hybrid Classes: **
  
-   - Set caps at 35, start a waitlist+  - Set caps at 35, start a waitlist
   - At 40, consider split into two sections of 20—sections must be same time and format   - At 40, consider split into two sections of 20—sections must be same time and format
   - 32 enrolled triggers TA   - 32 enrolled triggers TA
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 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. 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 ===== ===== Types of Courses =====
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   * Teaching assistant (TA)/secondary instructor will be hired using the following guidelines: Teaching assistantships are offered first to graduate students. If there are no graduate students available to assist with a course, a secondary instructor may be hired into a lecturer position but at the TA pay rate. This appointment must otherwise be consistent with lecturer policy.   * Teaching assistant (TA)/secondary instructor will be hired using the following guidelines: Teaching assistantships are offered first to graduate students. If there are no graduate students available to assist with a course, a secondary instructor may be hired into a lecturer position but at the TA pay rate. This appointment must otherwise be consistent with lecturer policy.
   * To hire a TA, 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.   * 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 ===== ===== Regular Faculty: Academic Year Workload =====
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 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. 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 ===== ===== Regular Faculty Summer and Maymester Teaching and Pay =====
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 **SEHD-funded Non-Tenure Track Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)** **SEHD-funded Non-Tenure Track Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)**
 +
   - The teaching load for SEHD-funded Non-Tenure Track faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload. Non-Tenure Track faculty have the option of proposing course equivalent activity for one to two courses for Dean’s approval.   - The teaching load for SEHD-funded 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.   - 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.
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 Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s**  based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program//  funds and that the Dean must approve any extra compensation. Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s**  based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program//  funds and that the Dean must approve any extra compensation.
 +
   * **Example One**  – One or more of the above duties, but not enough extra time that the coordination is significantly impacting more than 100 percent of the yearly expectations for faculty workload. In this case the partnership coordination should be listed as part of the faculty member’s professional plan for service but additional compensation should not be involved.   * **Example 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 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.
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 [[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]] [[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]]+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]]) 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]])
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 Please contact SEHD HR ([[sehdhr@ucdenver.edu|sehdhr@ucdenver.edu]]) with questions about the hiring process. Please contact SEHD HR ([[sehdhr@ucdenver.edu|sehdhr@ucdenver.edu]]) with questions about the hiring process.
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 ===== Samples Letter of Support from Program ===== ===== Samples Letter of Support from Program =====
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 //(this format is changing from a table to a list in spring 2025 for digital accessibility and to head off wiki formatting snafus)// //(this format is changing from a table to a list in spring 2025 for digital accessibility and to head off wiki formatting snafus)//
  
-**One week before the last curriculum committee meets ** (Summer and Fall deadline is April, Spring deadline is Nov)+**One week before the last curriculum committee meets **  (Summer and Fall deadline is April, Spring deadline is Nov)
  
 - 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.
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 **2-3 weeks before start of ter****m (depending on holidays) - Final Decisions Due** **2-3 weeks before start of ter****m (depending on holidays) - Final Decisions Due**
  
-- Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. SEHD HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term).\\ +- Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. SEHD HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term). \\  \\ //SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2, with CC to: PL, Hiromi, Tricia, Shakira.//
-\\ +
-//SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2, with CC to: PL, Hiromi, Tricia, Shakira.//+
  
 **Start of term - [[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]** **Start of term - [[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]**
 +<code>
  
-\\ +\\  - Shakira sends final enrollment report (previously census report) to SEHD HR, Dorothy & the Dean.  \\    \\  - Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts.  \\    \\  //SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 ONLY to those whose prorate will increase based on final enrollment report , CC: Tricia, Hiromi, PL.//
-- Shakira sends final enrollment report (previously census report) to SEHD HR, Dorothy & the Dean.\\ +
-\\ +
-- Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts.\\ +
-\\ +
-//SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 ONLY to those whose prorate will increase based on final enrollment report , CC: Tricia, Hiromi, PL.//+
  
-**After term is underway **-  SEHD HR follows up with D1 employees who have not returned signed offer letters.\\ +</code> 
-\\ + 
-- Jenna follows up with D2 employees who have not returned signed offer letters+**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.| |   \\ 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.|
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 | |   \\ 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.| | |   \\ 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.|
 | | | | | | | |
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 ====== APPENDIX A: Pattern of Organization ====== ====== APPENDIX A: Pattern of Organization ======
  
-{{:documents:sehd-org-chart.pdf|:documents:sehd-org-chart.pdf}}+[[:documents:sehd-org-chart.pdf|]]
  
  
handbooks/pattern_of_administration.1749139668.txt.gz · Last modified: by Brad Hinson